Building

‫ﺧﻼﺻﻪ ﻛﺘﺎﺏ‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ‬ ‫ﺟﻴﻤﺰ ﻛﺎﻟﻴﻨﺰ‪ ،‬ﺟﺮﻱ ﭘﻮﺭﺍﺱ‬

‫ﻣﺘﺮﺟﻢ‪ :‬ﻣﻬﻨﺪﺱ ﻓﻀﻞﺍﷲ ﺍﻣﻴﻨﻲ‬

‫ﻧﺸﺮ ﻓﺮﺍ‬ ‫ﺗﺎﺑﺴﺘﺎﻥ ‪٨٠‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪٢ /‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ‬ ‫ﻛﻠﻴﺎﺕ‬ ‫ﻣﻘﺪﻣﻪ‪ :‬ﺣﻔﻆ ﺑﻘﺎ ﺭﺍﺯ ﻫﺴﺘﻲ ﺍﺳﺖ! ﺗﻼﺵ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ‪ ،‬ﺍﺳﺎﺱ ﻓﻌﺎﻟﻴﺖﻫـﺎﻱ ﺑﺸـﺮﻱ ﺍﺳـﺖ‪ .‬ﻣﺎﻧـﺪﮔﺎﺭﻱ ﻓﻠﺴـﻔﻪ‬ ‫ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺗﻼﺵﻫﺎﻱ ﺭﻭﺯﺍﻧﻪ ﻣﺎ ﺭﺍ ﺷﻜﻞ ﻣﻲﺩﻫﺪ‪ .‬ﻣﻲﺳﺎﺯﻳﻢ ﺗﺎ ﺑﻤﺎﻧﻴﻢ‪.‬‬ ‫ﻛﺘﺎﺏ ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ‪ ،‬ﺩﺳﺘﺎﻭﺭﺩﻫﺎﻱ ﻳﻚ ﭘﮋﻭﻫﺶ ﺩﺭ ﺻﺪﻫﺎ ﺷﺮﻛﺖ ﻣﻮﺭﺩ ﺑﺮﺭﺳﻲ ﺭﺍ ﺗﺸـﺮﻳﺢ ﻣـﻲﻛﻨـﺪ‪.‬‬ ‫ﺍﻳﻦ ﭘﮋﻭﻫﺶ ﻣﻌﺘﺒﺮ ﺑﻪ ﻣﻘﺎﻳﺴﻪ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺑﺎ ﺩﻳﮕﺮ ﺷﺮﻛﺖﻫﺎ ﭘﺮﺩﺍﺧﺘﻪ ﺍﺳﺖ‪ .‬ﻣﻘﺎﻳﺴﻪ ﺷﺮﻛﺖﻫـﺎﻳﻲ ﻛـﻪ‬ ‫ﻣﺪﻳﺮﺍﻥ ﻭ ﻛﺎﺭﻛﻨﺎﻥ ﺁﻧﻬﺎ ﺳﺎﺧﺘﻪﺍﻧﺪ ﻛﻪ ﺑﻤﺎﻧﺪ‪ ،‬ﺑﺎ ﺷﺮﻛﺖﻫﺎﻳﻲ ﻛﻪ ﺷﺎﻳﺪ ﺗﻼﺵﻫﺎﻳﺸﺎﻥ ﺗﻨﻬﺎ ﺗﻼﺷﻲ ﻣﺬﺑﻮﺣﺎﻧـﻪ ﺑـﻮﺩﻩ‬ ‫ﺍﺳﺖ‪ .‬ﻛﺘﺎﺏ ﺑﺎ ﭘﮋﻭﻫﺶ ﺩﺭ ﺷﺮﺡ ﺣﺎﻝ ﺷﺮﻛﺖ ﻫـﺎﻱ ﺁﺭﻣـﺎﻧﻲ ﺩﻭﺍﺯﺩﻩ “ﺑـﺎﻭﺭ ﻋﻤـﻮﻣﻲ” ﺭﺍ ﺑـﻪ ﭼـﺎﻟﺶ ﻣـﻲﮔﻴـﺮﺩ‪.‬‬ ‫ﺳﻮﺩﻣﻨﺪﻱﻫﺎﻱ ﻛﺘﺎﺑﻲ ﺭﺍ ﻛﻪ ﺩﺭ ﺩﺳﺖ ﺩﺍﺭﻳﺪ ﻣﻲﺗﻮﺍﻥ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺧﻼﺻﻪ ﻛﺮﺩ‪:‬‬ ‫‪ -١‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺯ ﻳﻚ ﻃﺮﺡ ﭘﮋﻭﻫﺸﻲ ﻛﺎﻣﻞ‪.‬‬ ‫‪ -٢‬ﻧﻤﻮﻧﻪﺍﻱ ﺍﺳﺖ ﺍﺯ ﻳﻚ ﻃﺮﺡ ﺗﻄﺒﻴﻘﻲ ﺩﺭ ﻳﻚ ﻣﻮﺭﺩ ﺧﺎﺹ‪.‬‬ ‫‪ -٣‬ﺑﺎﺯﺗﺎﺑﻲ ﺍﺳﺖ ﺍﺯ ﺑﻴﻨﺶ ﻭ ﻧﮕﺮﺵ ﺷﺮﻛﺖﻫﺎﻱ ﻣﻮﻓﻖ ﻭ ﻣﺎﻧﺪﮔﺎﺭ‪.‬‬ ‫‪ -٤‬ﺁﺛﺎﺭ ﻭ ﭘﻴﺎﻣﺪ ﺗﻮﺟﻪ ﺑﻪ ﻧﻴﺮﻭﻱ ﺍﻧﺴﺎﻧﻲ ﺷﺎﻏﻞ‪.‬‬

‫ﻓﺼﻞ ﻳﻜﻢ‬ ‫ﺑﻬﺘﺮﻳﻦ ﺑﻬﺘﺮﻳﻦﻫﺎ‬ ‫“ﺣﺎﻻ ﻛﻪ ﺑﻪ ﭘﺸﺖ ﺳﺮﻡ ﻧﮕﺎﻩ ﻣﻲﻛﻨﻢ ﻭ ﺯﻧﺪﮔﻲ ﻛﺎﺭﻱ ﺧﻮﺩ ﺭﺍ ﻣﻲﺑﻴﻨﻢ‪ ،‬ﺑﻴﺶ ﺍﺯ ﻫﺮ ﭼﻴﺰ ﺑﻪ ﺍﻳﻦ ﺍﻓﺘﺨﺎﺭ ﻣﻲﻛـﻨﻢ‬ ‫ﻛﻪ ﺗﻮﺍﻧﺴﺘﻪﺍﻡ ﺷﺮﻛﺘﻲ ﺭﺍ ﺑﻪ ﻭﺟﻮﺩ ﺑﻴﺎﻭﺭﻡ ﻛﻪ ﺑﻪ ﺳﺒﺐ ﺍﺭﺯﺵﻫﺎ‪ ،‬ﺭﻭﻳﻪﻫﺎ ﻭ ﻣﻮﻓﻘﻴﺖﻫـﺎﻳﺶ‪ ،‬ﺩﺭ ﺭﻭﺵ ﺍﺩﺍﺭﻩ‬ ‫ﻛﺮﺩﻥ ﺷﺮﻛﺖﻫﺎ‪ ،‬ﺩﺭ ﺍﻳﻦ ﮔﻮﺷﻪ ﻭ ﺁﻥ ﮔﻮﺷﻪ ﺩﻧﻴﺎ‪ ،‬ﺍﺛﺮ ﭼﺸﻤﮕﻴﺮ ﺩﺍﺷﺘﻪ ﺍﺳـﺖ‪ .‬ﺑـﻪ ﺧﺼـﻮﺹ ﺍﺯ ﺍﻳـﻦ ﺑﺎﺑـﺖ‬ ‫ﺍﺣﺴﺎﺱ ﺳﺮﺑﻠﻨﺪﻱ ﻣﻲﻛﻨﻢ ﻛﻪ ﻣﻲﺑﻴﻨﻢ ﭘﺸﺖ ﺳﺮِ ﺳﺎﺯﻣﺎﻧﻲ ﻗﺮﺍﺭ ﺩﺍﺭﻡ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﻣﺪﺕﻫﺎ ﺑﺪﻭﻥ ﻣـﻦ ﺑـﻪ‬ ‫ﻋﻨﻮﺍﻥ ﻧﻤﻮﻧﻪ ﻭ ﺍﻟﮕﻮﻱ ﺷﺮﻛﺖﻫﺎﻱ ﻣﻮﻓﻖ ﺑﻪ ﺭﺍﻩ ﺧﻮﺩ ﺍﺩﺍﻣﻪ ﺩﻫﺪ‪”.‬‬

‫ﻭﻳﻠﻴﺎﻡ ‪.‬ﺁﺭ‪ .‬ﻫﻴﻮﻟﺖ‬ ‫ﺍﺯ ﺑﻨﻴﺎﻥﮔﺬﺍﺭﺍﻥ ﺷﺮﻛﺖ ﻫﻴﻮﻟﺖ ـ ﭘﻜﺮﺩ ﺩﺭ ﻣﺼﺎﺣﺒﻪ ﺑﺎ ﻧﻮﻳﺴﻨﺪﮔﺎﻥ ﻛﺘﺎﺏ ﺩﺭ ﻧﻮﺍﻣﺒﺮ ‪١٩٩٠‬‬ ‫“ﻣﺎ ﺑﺎﻳﺪ ﺑﻪ ﺗﺪﺍﻭﻡ ﺷﻮﺭ ﻭ ﻧﺸﺎﻁ ﺍﻳﻦ ﺷﺮﻛﺖ ﻳﻌﻨﻲ ﺭﺷﺪ ﻣﺎﺩﻱ ﺁﻥ ﻭ ﮔﺴﺘﺮﺵ ﺁﻥ ﺑﻪ ﻋﻨـﻮﺍﻥ ﻳـﻚ ﻧﻬـﺎﺩ‪،‬‬ ‫ﻣﺘﻌﻬﺪ ﺑﻤﺎﻧﻴﻢ‪ ،‬ﺗﺎ ﺍﻳﻦ ﺷﺮﻛﺖ‪ ،‬ﺍﻳﻦ ﻧﻬﺎﺩ‪ ،‬ﺑﺘﻮﺍﻧﺪ ‪ ١٥٠‬ﺳﺎﻝ ﺩﻳﮕﺮ ﻋﻤﺮ ﻛﻨﺪ‪ .‬ﺁﺭﻱ ﺍﮔﺮ ﺍﻳﻦ ﺗﻌﻬﺪ ﭘﺎﺑﺮﺟﺎ ﺑﻤﺎﻧﺪ‬ ‫ﺍﻳﻦ ﺗﺸﻜﻴﻼﺕ ﻫﻢ ﻋﻤﺮ ﺩﺭﺍﺯ ﺧﻮﺍﻫﺪ ﺩﺍﺷﺖ‪”.‬‬

‫ﺟﺎﻥ‪ .‬ﺟﻲ‪ .‬ﺍﺳﻤﻴﻞ‬ ‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﭘﻴﺸﻴﻦ ﺷﺮﻛﺖ ﭘﺮﺍﻛﺘﺮ ﺍﻧﺪ ﮔﻤﺒﻞ‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪٣ /‬‬

‫ﺩﺭ ﻣﺮﺍﺳﻢ ﺻﺪﻭﭘﻨﺠﺎﻫﻤﻴﻦ ﺳﺎﻟﮕﺮﺩ ﺗﺄﺳﻴﺲ ﺷﺮﻛﺖ )ﻧﻮﺍﻣﺒﺮ ‪(١٩٨٦‬‬ ‫ﺍﻳﻦ ﻛﺘﺎﺏ‪ ،‬ﺷﺮﺡ ﺯﻧﺪﮔﻲ ﺭﻫﺒﺮﺍﻥ ﻓﺮﻣﻨﺪ ﻭ ﺁﻳﻨﺪﻩﻧﮕﺮ ﻧﻴﺴﺖ‪ .‬ﺍﻳـﻦ ﻛﺘـﺎﺏ ﻧـﻪ ﺑـﻪ ﺑﺤـﺚ ﺁﻳﻨـﺪﻩﻧﮕـﺮﻱ ﺩﺭ ﺑـﺎﺯﺍﺭ‬ ‫ﻣﻲﭘﺮﺩﺍﺯﺩ ﻭ ﻧﻪ ﺑﻪ ﺗﻮﺿﻴﺢ ﻭ ﺗﺸﺮﻳﺢ ﻛﺎﻻﻫﺎﻱ ﺭﺅﻳﺎﻳﻲ‪ .‬ﻣﺒﺎﺣﺚ ﺍﻳﻦ ﻛﺘﺎﺏ ﻣﺤﺪﻭﺩ ﺑﻪ ﺑﺤﺚ ﺩﺭ ﺑـﺎﺭﻩ ﻟـﺰﻭﻡ ﺩﺍﺷـﺘﻦ‬ ‫"ﺁﺭﻣﺎﻥ" ﺩﺭ ﺷﺮﻛﺖﻫﺎ ﻧﻴﺴﺖ‪ .‬ﺍﻳﻦ ﻛﺘﺎﺏ ﺑﻪ ﻣﺴﺎﻳﻠﻲ ﺑﺴﻴﺎﺭ ﻣﻬﻢﺗﺮ‪ ،‬ﺑﻨﻴﺎﺩﻱ ﺗﺮ ﻭ ﻣﺎﻧﺪﮔﺎﺭﺗﺮ ﻣﻲﭘﺮﺩﺍﺯﺩ‪ .‬ﺍﻳـﻦ ﻛﺘـﺎﺏ‬ ‫ﺩﺭﺑﺎﺭﻩ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺍﺳﺖ‪.‬‬ ‫ﺍﻧﺪﻛﻲ ﺩﺭﻧﮓ ﻛﻨﻴﺪ ﻭ ﻓﻬﺮﺳﺘﻲ ﺭﺍ ﻛﻪ ﺍﺯ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺩﺭ ﺫﻫﻦ ﺧﻮﺩ ﺩﺍﺭﻳﺪ‪ ،‬ﺑﺎ ﻣﻌﻴﺎﺭﻫﺎﻱ ﺯﻳـﺮ ﻣﻄﺎﺑﻘـﺖ‬ ‫ﺩﻫﻴﺪ ﻭ ﭘﻨﺞ ﺗﺎ ﺩﻩ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﻛﻪ ﻭﺍﺟﺪ ﺍﻳﻦ ﻣﻌﻴﺎﺭﻫﺎ ﻫﺴﺘﻨﺪ ﺑﺮﮔﺰﻳﻨﻨﺪ‪.‬‬ ‫•‬

‫ﺩﺭ ﺻﻨﻌﺖ ﺧﻮﺩ ﺭﻛﻦ ﺑﺎﺷﻨﺪ‪.‬‬

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‫ﺩﺭ ﺳﻄﺢ ﮔﺴﺘﺮﺩﻩ ﺍﺯ ﻃﺮﻑ ﺍﻫﻞ ﻓﻦ ﻭ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﺩﺭ ﺁﻥ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺧﺒﺮﻩ ﻫﺴﺘﻨﺪ ﺳﺘﻮﺩﻩ ﺷﻮﻧﺪ‪.‬‬

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‫ﺑﺮﺩﻧﻴﺎﻳﻲ ﻛﻪ ﺩﺭ ﺁﻥ ﺯﻧﺪﮔﻲ ﻣﻲﻛﻨﻴﻢ‪ ،‬ﺍﺛﺮﻱ ﺍﺯ ﻳﺎﺩ ﻧﺮﻓﺘﻨﻲ ﺑﺮﺟﺎ ﮔﺬﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪.‬‬

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‫ﭼﻨﺪ ﻧﺴﻞ ﭘﻴﺎﭘﻲ‪ ،‬ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﺭﺍ ﺗﺠﺮﺑﻪ ﻛﺮﺩﻩ ﺑﺎﺷﻨﺪ‪.‬‬

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‫ﺍﻧﻮﺍﻉ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﺭﺍ ﺗﻮﻟﻴﺪ ﻛﺮﺩﻩ ﺑﺎﺷﻨﺪ‪.‬‬

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‫ﭘﻴﺶ ﺍﺯ ‪ ١٩٥٠‬ﺗﺄﺳﻴﺲ ﺷﺪﻩ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﻓﻬﺮﺳﺖ ﺧﻮﺩ ﺭﺍ ﺑﺮﺭﺳﻲ ﻛﻨﻴﺪ‪ .‬ﻛﺪﺍﻡ ﻭﻳﮋﮔﻲ ﺍﻳﻦ ﺷﺮﻛﺖﻫﺎ ﺑﺮﺷـﻤﺎ ﺍﺛـﺮﻱ ﻋﻤﻴـﻖ ﮔﺬﺍﺷـﺘﻪ ﺍﺳـﺖ؟ ﺁﻳـﺎ ﺍﻳـﻦ‬

‫ﺷﺮﻛﺖﻫﺎ ﺑﺎ ﻫﻢ ﻭﺟﻪ ﺗﺸﺎﺑﻪ ﺩﺍﺭﻧﺪ؟ ﺑﻪ ﻧﻈﺮ ﺷﻤﺎ ﺭﺍﺯ ﻣﺎﻧـﺪﮔﺎﺭﻱ ﻭ ﻛﺎﻣﻴـﺎﺑﻲ ﺁﻧﻬـﺎ ﭼﻴﺴـﺖ؟ ﺍﻳـﻦ ﺷـﺮﻛﺖﻫـﺎ ﺑـﺎ‬ ‫ﺷﺮﻛﺖ ﻫﺎﻱ ﻣﺸﺎﺑﻪ ﺧﻮﺩ ﭼﻪ ﻓﺮﻗﻲ ﺩﺍﺭﻧﺪ ﻛﻪ ﺑﺎ ﻭﺟﻮﺩ ﻳﻜﺴﺎﻥ ﺑﻮﺩﻥ ﻓﺮﺻـﺖﻫـﺎ‪ ،‬ﺷـﺮﻛﺖﻫـﺎﻱ ﻣـﻮﺭﺩ ﻣﻘﺎﻳﺴـﻪ‬ ‫ﻧﺘﻮﺍﻧﺴﺘﻪﺍﻧﺪ ﺑﻪ ﻣﺮﺗﺒﻪ ﺁﻧﻬﺎ ﺑﺮﺳﻨﺪ؟‬

‫ﺩﻭﺍﺯﺩﻩ ﺍﻓﺴﺎﻧﻪ ﺑﻲﺍﻋﺘﺒﺎﺭ‬ ‫ﺍﻓﺴﺎﻧﻪ ﺍﻭﻝ‪ :‬ﻻﺯﻣﻪ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﺷﺮﻛﺖﻫﺎﻱ ﺑﺰﺭﮒ‪ ،‬ﺩﺍﺷﺘﻦ ﺍﻳﺪﻩﻫﺎﻱ ﺑﺰﺭﮒ ﺍﺳﺖ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ‪ :‬ﺷﺮﻭﻉ ﻛﺎﺭ ﻭ ﺭﺍﻩﺍﻧﺪﺍﺯﻱ ﻫﺮ ﺷﺮﻛﺖ ﺑﺎ ﻳﻚ ﺍﻳﺪﻩ ﺑﺰﺭﮒ ﻣﻤﻜﻦ ﺍﺳﺖ ﻓﻜﺮﻱ ﻧﺎﺻـﻮﺍﺏ ﺑﺎﺷـﺪ‪ .‬ﺍﺯ ﻣﺠﻤـﻮﻉ‬ ‫ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﻓﻘﻂ ﺷﻤﺎﺭ ﺍﻧﺪﻛﻲ ﻛﺎﺭ ﺭﺍ ﺑﺎ ﻓﻜﺮ ﺑﺰﺭﮒ ﺁﻏﺎﺯ ﻛﺮﺩﻩﺍﻧﺪ‪.‬‬ ‫ﺍﻓﺴﺎﻧﻪ ﺩﻭﻡ‪ :‬ﻻﺯﻣﻪ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ‪ ،‬ﺭﻫﺒﺮﺍﻥ ﻛﺒﻴﺮ‪ ،‬ﺁﺭﻣﺎﻥﮔﺮﺍ ﻭ ﻓﺮﻣﻨﺪ ﺍﺳﺖ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ‪ :‬ﺩﺭ ﺷﺮﻛﺖ ﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﻭﺟﻮﺩ ﺭﻫﺒﺮ ﻓﺮﻣﻨﺪ ﻭ ﺁﺭﻣﺎﻥﮔﺮﺍ ﺍﺻﻼﹰ ﻻﺯﻡ ﻧﻴﺴﺖ ﻭﺣﺘﻲ ﭼﻪ ﺑﺴﺎ ﺩﺭ ﺑﻠﻨﺪ ﻣـﺪﺕ‪،‬‬ ‫ﻭﺟﻮﺩ ﺍﻳﻦ ﻧﻮﻉ ﺭﻫﺒﺮﺍﻥ ﺯﻳﺎﻥﺁﻭﺭ ﻧﻴﺰ ﺑﺎﺷﺪ‪.‬‬ ‫ﺍﻓﺴﺎﻧﻪ ﺳﻮﻡ‪ :‬ﺍﻭﻟﻴﻦ ﻭ ﻣﻬﻢﺗﺮﻳﻦ ﻫﺪﻑ ﺷﺮﻛﺖﻫﺎﻱ ﻣﻮﻓﻖ ﺳﻮﺩﺁﻭﺭﻱ ﺍﺳﺖ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ‪ :‬ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﻫﺪﻑﻫﺎ ﺭﺍ ﺑﺎ ﻫﻢ ﺩﻧﺒﺎﻝ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﭘﻮﻝ ﺩﺭﺁﻭﺭﺩﻥ ﻳﻜﻲ ﺍﺯ ﺁﻧﻬﺎﺳـﺖ‪.‬‬ ‫) ﻧﻪ ﻟﺰﻭﻣﺎﹰ ﻫﺪﻑ ﺍﺻﻠﻲ‪(.‬‬ ‫ﺍﻓﺴﺎﻧﻪ ﭼﻬﺎﺭﻡ‪ :‬ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ‪ ،‬ﻫﻤﮕﻲ ﻳﻚ ﻣﺠﻤﻮﻋﻪ ﻣﺸﺘﺮﻙ ﺍﺯ “ ﺍﺭﺯﺵﻫﺎﻱ ﻣﺤﻮﺭﻱ ﺻﺤﻴﺢ ﺩﺍﺭﻧﺪ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ‪ :‬ﭼﻨﻴﻦ ﺷﺮﻃﻲ ﺑﺮﺍﻱ ﺁﺭﻣﺎﻧﻲ ﺷﺪﻥ ﺷﺮﻛﺖﻫﺎ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪ .‬ﺩﻭ ﺷﺮﻛﺖ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺍﻳﺪﺋﻮﻟﻮﮊﻱﻫـﺎﻱ ﻛـﺎﻣﻼﹰ‬ ‫ﻣﺘﻔﺎﻭﺗﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﺍﻣﺎ ﻫﺮ ﺩﻭ ﺩﺭ ﺟﺮﮔﻪ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﻗﺮﺍﺭ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺍﻓﺴﺎﻧﻪ ﭘﻨﺠﻢ‪ :‬ﺗﻨﻬﺎ ﭼﻴﺰﻱ ﻛﻪ ﺛﺎﺑﺖ ﺍﺳﺖ ﺗﻐﻴﻴﺮ ﺍﺳﺖ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪۴ /‬‬

‫ﻭﺍﻗﻌﻴﺖ‪ :‬ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺑﻪ ﺷﺪﺕ ﺑﻪ ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ ﺧﻮﺩ ﻭﻓﺎﺩﺍﺭﻧﺪ ﻭ ﺑﻪ ﻧﺪﺭﺕ ﺁﻥ ﺍﺻﻮﻝ ﺭﺍ ﺗﻐﻴﻴﺮ ﻣﻲﺩﻫﻨـﺪ‪.‬‬ ‫ﺍﻳﻦ ﺍﺻﻮﻝ ﻣﺎﻧﻨﺪ ﺻﺨﺮﻩﺍﻱ ﻳﻜﭙﺎﺭﭼﻪ‪ ،‬ﺷﺎﻟﻮﺩﻩ ﺷﺮﻛﺖ ﺭﺍ ﺗﺸﻜﻴﻞ ﻣﻲﺩﻫﺪ ﻭ ﺑﻨـﺎﺑﺮﺍﻳﻦ ﺑﺮﺍﺳـﺎﺱ ﻣـﺪ ﺭﻭﺯ ﺩﮔﺮﮔـﻮﻥ‬ ‫ﻧﻤﻲﺷﻮﻧﺪ‪.‬‬ ‫ﺍﻓﺴﺎﻧﻪ ﺷﺸﻢ‪ :‬ﺷﺮﻛﺖﻫﺎﻱ ﻣﻌﺘﺒﺮ ﻭ ﺳﻮﺩﺁﻭﺭ‪ ،‬ﺑﻲ ﺧﻄﺮ ﺣﺮﻛﺖ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ‪ :‬ﺩﺭﺳﺖ ﺍﺳﺖ ﻛﻪ ﺍﺣﺘﻤﺎﻝ ﺩﺍﺭﺩ ﺷﺮﻛﺖ ﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺩﺭ ﭼﺸﻢ ﺩﻳﮕﺮﺍﻥ ﻣﺤﺎﻓﻈﻪﻛﺎﺭ ﻭ ﺩﺳﺖﺑﻪﻋﺼﺎ ﺟﻠـﻮﻩ‬ ‫ﻛﻨﻨﺪ‪ ،‬ﺍﻣﺎ ﺍﻳﻦ ﺷﺮﻛﺖﻫﺎ ﺍﺯ ﮔﺰﻳﻨﺶ ﻫﺪﻑﻫﺎﻱ ﺑﻠﻨﺪﭘﺮﻭﺍﺯﺍﻧﻪ ﻭ ﺟﺴﻮﺭﺍﻧﻪ ﻧﻤﻲﻫﺮﺍﺳﻨﺪ‪.‬‬ ‫ﺍﻓﺴﺎﻧﻪ ﻫﻔﺘﻢ‪ :‬ﺷﺮﻛﺖ ﺁﺭﻣﺎﻧﻲ ﺑﺮﺍﻱ ﻛﺎﺭﻛﺮﺩﻥ ﺟﺎﻳﻲ ﺍﺳﺖ ﺑﻲ ﻧﻈﻴﺮ‪ ،‬ﺑﻲ ﻧﻈﻴﺮ ﺑﺮﺍﻱ ﻫﻤﻪ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ‪ :‬ﺍﻳﻦ ﺷﺮﻛﺖﻫﺎ ﻓﻘﻂ ﺑﻪ ﺩﺭﺩ ﻛﺴﺎﻧﻲ ﻣﻲﺧﻮﺭﺩ ﻛﻪ ﻛﺎﻣﻼﹰ ﺑﺎ ﺩﻳـﺪﮔﺎﻩ ﻭ ﻣﻌﻴﺎﺭﻫـﺎﻱ ﺷـﺮﻛﺖﻫـﺎﻱ ﺁﺭﻣـﺎﻧﻲ‬ ‫ﻫﻤﺎﻫﻨﮓ ﺑﺎﺷﻨﺪ‪ .‬ﻭﺭﻭﺩ ﺍﻓﺮﺍﺩ ﺑﻪ ﺍﻳﻦ ﺷﺮﻛﺖﻫﺎ ﺍﺯ ﺩﻭ ﺣﺎﻟﺖ ﺧﺎﺭﺝ ﻧﻴﺴﺖ‪ .‬ﻳﺎ ﻓﺮﺩ ﺑﺎ ﺳﺎﺯﻣﺎﻥ ﺗﻨﺎﺳـﺐ ﻭ ﻫﻤـﺎﻫﻨﮕﻲ‬ ‫ﺩﺍﺭﺩ‪ ،‬ﻛﻪ ﺩﺭ ﺍﻳﻦ ﺻﻮﺭﺕ ﻣﻲﻣﺎﻧﺪ ﻭ ﺭﺷﺪ ﻣﻲﻛﻨﺪ ) ﻭ ﺩﺭ ﺍﻳﻦ ﺣﺎﻟﺖ ﺍﺯ ﻛﺎﺭ ﻛﺮﺩﻥ ﻟﺬﺕ ﺧﻮﺍﻫﺪ ﺑﺮﺩ( ﻭ ﻳـﺎ ﺍﻳـﻦ ﻛـﻪ‬ ‫ﭼﻮﻥ ﻭﻳﺮﻭﺱ ﻣﺤﻮ ﻭ ﺯﺩﻭﺩﻩ ﺧﻮﺍﻫﺪ ﺷﺪ‪.‬‬ ‫ﺍﻓﺴﺎﻧﻪ ﻫﺸﺘﻢ‪ :‬ﭘﻴﺸﺮﻓﺖ ﺷﺮﻛﺖﻫﺎﻱ ﻣﻮﻓﻖ ﻣﺮﻫﻮﻥ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﺭﺍﻫﺒﺮﺩﻱ ﭘﻴﭽﻴﺪﻩ ﻭ ﺑﻲ ﻧﻈﻴﺮ ﺍﺳﺖ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ‪ :‬ﭘﺎﺭﻩﺍﻱ ﺍﺯ ﭘﻴﺸﺮﻓﺖﻫﺎﻱ ﺍﻳﻦ ﺷﺮﻛﺖﻫﺎ ﺩﺭ ﺍﺛﺮ ﺗﺠﺮﺑﻪ‪ ،‬ﺳﻌﻲ ﻭ ﺧﻄﺎ‪ ،‬ﺑﻬﺮﻩﮔﻴﺮﻱ ﺍﺯ ﻓﺮﺻﺖ ﻭ ﺗﺼـﺎﺩﻑ ﺑـﻪ‬ ‫ﺩﺳﺖ ﺁﻣﺪﻩ ﺍﺳﺖ‪ .‬ﺁﻧﭽﻪ ﺑﻪ ﻧﻈﺮ ﺩﻭﺭﺍﻧﺪﻳﺸﻲ ﻭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻗﺒﻠﻲ ﻣﻲﺭﺳﺪ ﻭ ﺩﺭ ﺑﻴﺸـﺘﺮ ﻣـﻮﺍﺭﺩ ﺣﺎﺻـﻞ ﺍﺟـﺮﺍﻱ‬ ‫ﺳﻴﺎﺳﺖ ﺳﻌﻲ ﻭ ﺧﻄﺎ ﺑﻮﺩﻩ ﺍﺳﺖ‪.‬‬ ‫ﺍﻓﺴﺎﻧﻪ ﻧﻬﻢ‪ :‬ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﺩﮔﺮﮔﻮﻧﻲﻫﺎﻱ ﺑﻨﻴﺎﺩﻱ‪ ،‬ﺷﺮﻛﺖﻫﺎ ﺑﺎﻳﺪ ﻣﺪﻳﺮﻋﺎﻣﻞ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﺑﻴﺮﻭﻥ ﺍﻧﺘﺨـﺎﺏ ﻭ ﺍﺳـﺘﺨﺪﺍﻡ‬ ‫ﻛﻨﻨﺪ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ‪ :‬ﺩﺭ ﻫﻔﺪﻩ ﻗﺮﻥ )ﺳﺮﺟﻤﻊ ﺩﻭﺭﺍﻥ ﺣﻴﺎﺕ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ( ﻓﻘﻂ ﺩﺭ ﭼﻬﺎﺭ ﻣـﻮﺭﺩ ﻣـﺪﻳﺮﻋﺎﻣﻞ ﺍﺯ ﺑﻴـﺮﻭﻥ‬ ‫ﺍﻧﺘﺨﺎﺏ ﺷﺪﻩ ﻭ ﺍﻳﻦ ﺍﺗﻔﺎﻕ ﻣﺤﺪﻭﺩ ﺑﻪ ‪ ٢‬ﺷﺮﻛﺖ ﺑﻮﺩﻩ ﺍﺳﺖ‪ .‬ﺩﺭ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺑﻪ ﻧﺴﺒﺖ ﺷﺮﻛﺖﻫﺎﻱ ﻃﺮﻑ‬ ‫ﻣﻘﺎﻳﺴﻪ ﻣﺪﻳﺮﻳﺖ ﺩﺭﻭﻥ ﺯﺍ ﺑﻪ ﺷﺪﺕ ﻣﻮﺭﺩ ﺗﻮﺟﻪ ﻭ ﺍﻗﺒﺎﻝ ﺍﺳﺖ‪) .‬ﻧﺴﺒﺖ ‪ ٦‬ﺑﻪ ‪(١‬‬ ‫ﺍﻓﺴﺎﻧﻪ ﺩﻫﻢ‪ :‬ﻓﻜﺮ ﻭ ﺫﻛﺮ ﺷﺮﻛﺖﻫﺎﻱ ﻣﻮﻓﻖ ﻏﻠﺒﻪ ﺑﺮ ﺭﻗﺒﺎﺳﺖ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ‪ :‬ﻓﻜﺮ ﻭ ﺫﻛﺮ ﺷﺮﻛﺖ ﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ‪ ،‬ﻏﻠﺒﻪ ﻭ ﺗﺴﻠﻂ ﺑﺮﺧﻮﻳﺶ ﺍﺳﺖ‪ .‬ﺩﺭ ﺍﻳﻦ ﺷﺮﻛﺖﻫـﺎ ﻛﺎﻣﻴـﺎﺑﻲ ﻭ ﭘﻴـﺮﻭﺯﻱ‬ ‫ﺑﺮﺭﻗﺒﺎ ﻫﺪﻑ ﺍﺻﻠﻲ ﻧﻴﺴﺖ ﺑﻠﻜﻪ ﺩﺭ ﺍﺛﺮ ﺑﻬﺒﻮﺩ ﻣﺴﺘﻤﺮ‪ ،‬ﺁﻧﻬﺎ ﺑﻪ ﺧﻮﺩﻱ ﺧﻮﺩ ﺑﻪ ﺍﻳﻦ ﻫﺪﻑﻫـﺎ ﻧﻴـﺰ ﻣـﻲﺭﺳـﻨﺪ‪ .‬ﺁﻧﻬـﺎ‬ ‫ﻫﺮﮔﺰ ﺑﻪ ﺩﺳﺘﺎﻭﺭﺩﻫﺎ ﻗﺎﻧﻊ ﻧﺒﻮﺩﻩ ﻭ ﺁﻥ ﺭﺍ ﻛﺎﻓﻲ ﻧﺪﺍﻧﺴﺘﻪﺍﻧﺪ‪.‬‬ ‫ﺍﻓﺴﺎﻧﻪ ﻳﺎﺯﺩﻫﻢ‪ :‬ﻧﻤﻲﺷﻮﺩ ﻫﻢ ﺧﺪﺍ ﺭﺍ ﺧﻮﺍﺳﺖ ﻭ ﻫﻢ ﺧﺮﻣﺎ ﺭﺍ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ‪ :‬ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺧﻮﺩ ﺭﺍ ﺍﺳﻴﺮ ﺳﺮﭘﻨﺠﻪ ﺍﺳﺘﺒﺪﺍﺩ “ﻳﺎ” ﻧﻤﻲﻛﻨﻨﺪ ﮔﺮﭼﻪ ﻇﺎﻫﺮﺍﹰ ﺑﺎﻳﺪ ﺑﻴﻦ ﺍﻳﻦ ﻭ ﺁﻥ ﻳﻜﻲ ﺭﺍ‬ ‫ﺍﻧﺘﺨﺎﺏ ﻛﺮﺩ ﻭ ﻧﻤﻲﺗﻮﺍﻥ ﺩﺭ ﺁﻥ ﻭﺍﺣﺪ ﻫﺮ ﺩﻭ ﺭﺍ ﺑﺎ ﻫﻢ ﺩﺍﺷﺖ‪ .‬ﺁﻧﻬﺎ ﺍﻳﻦ ﻧﻈﺮﻳﻪ ﺭﺍ ﺭﺩ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺑﺎﻳـﺪ ﻳـﺎ ﺛﺒـﺎﺕ ﺭﺍ‬ ‫ﺍﻧﺘﺨﺎﺏ ﻛﺮﺩ ﻳﺎ ﭘﻴﺸﺮﻓﺖ ﺭﺍ‪ ،‬ﻳﺎ ﻓﺮﻫﻨﮓ ﺁﻳﻴﻨﻲ ﻳﺎ ﺍﺳﺘﻘﻼﻝ ﻓﺮﺩﻱ ﺭﺍ‪ ،‬ﻳﺎ ﻣﺪﻳﺮﻳﺖ ﺩﺭﻭﻥﺯﺍ ﻳﺎ ﺩﮔﺮﮔﻮﻧﻲ ﺑﻨﻴـﺎﺩﻱ ﺭﺍ‪ ،‬ﻳـﺎ‬ ‫ﺭﻭﻳﻪﻫﺎﻱ ﻣﺤﺎﻓﻈﻪﻛﺎﺭﺍﻧﻪ ﻳﺎ ﻫﺪﻑﻫﺎﻱ ﺷﺠﺎﻋﺎﻧﻪ ﻭ ﺑﺰﺭﮒ ﺭﺍ‪ ،‬ﻳﺎ ﭘﻮﻝ ﺩﺭﺁﻭﺭﺩﻥ ﻳﺎ ﭘﺎﻳﺒﻨﺪﻱ ﺑﻪ ﺍﺻـﻮﻝ ﻭ ﺍﺭﺯﺵﻫـﺎ ﺭﺍ‪،‬‬ ‫ﺑﻠﻜﻪ ﺑﺮﻋﻜﺲ ﺁﻧﻬﺎ ﺑﻪ ﺍﺻﺎﻟﺖ “ﻭ” ﻣﻌﺘﻘﺪﻧﺪ ﻭ ﺑﻪ ﻃﻮﺭ ﻫﻤﺰﻣﺎﻥ ﻫﻢ ﺍﻳﻦ ﺭﺍ ﺩﻧﺒﺎﻝ ﻣﻲﻛﻨﻨﺪ ﻭ ﻫﻢ ﺁﻥ ﺭﺍ‪.‬‬ ‫ﺍﻓﺴﺎﻧﻪ ﺩﻭﺍﺯﺩﻫﻢ‪ :‬ﺁﺭﻣﺎﻧﻲ ﺷﺪﻥ ﺷﺮﻛﺖﻫﺎ‪ ،‬ﺍﺳﺎﺳﺎﹰ ﻣﺮﻫﻮﻥ ﺑﻴﺎﻧﻴﻪ ﺁﺭﻣﺎﻥ ﺍﻧﺘﺨﺎﺑﻲ ﺁﻧﻬﺎﺳﺖ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ‪ :‬ﻣﻨﺰﻟﺖ ﻭ ﺗﻮﺍﻧﻤﻨﺪﻱ ﻛﻨﻮﻧﻲ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﻣﻨﺤﺼﺮﺍﹰ ﭘﻴﺎﻣﺪ ﺑﻴﺎﻧﻪﻫـﺎﻱ ﺁﺭﻣـﺎﻧﻲ ﺁﻧﻬـﺎ ﻧﻴﺴـﺖ‪ .‬ﻋﻠـﺖ‬ ‫ﺑﺰﺭﮔﻲ ﺁﻧﻬﺎ ﻧﻮﺷﺘﻦ ﺍﻧﻮﺍﻉ ﺑﻴﺎﻧﻴﻪ ﺁﺭﻣﺎﻥ‪ ،‬ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ ﻫﺪﻑ ﻏﺎﻳﻲ‪ ،‬ﺭﺳﺎﻟﺖ‪ ،‬ﻭ ﺍﻣﺜﺎﻝ ﺁﻥ ﻧﻴﺴﺖ‪ .‬ﺗﺪﻭﻳﻦ ﺑﻴﺎﻧﻴـﻪ ﻳـﻚ‬ ‫ﮔﺎﻡ ﺍﺯ ﻫﺰﺍﺭﺍﻥ ﮔﺎﻣﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺭﺍﻩ ﺍﻳﺠﺎﺩ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺑﺮﺩﺍﺷﺘﻪ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪۵ /‬‬

‫ﻓﺼﻞ ﺩﻭﻡ‬ ‫ﺳﺎﻋﺖﺳﺎﺯﻱ‪ ،‬ﻧﻪ ﺳﺎﻋﺖﮔﻮﻳﻲ‬ ‫“ﻣﻬﻤﺘﺮ ﺍﺯ ﻫﺮ ﭼﻴﺰ‪ ،‬ﺗﻮﺍﻥ ﺳﺎﺧﺘﻦ ﻭ ﺳﺎﺧﺘﻦ ﺑﻮﺩ‪ ،‬ﺑﺪﻭﻥ ﺗﻮﻗﻒ‪ ،‬ﺑﺪﻭﻥ ﻋﻘﺐﮔﺮﺩ‪ ،‬ﻳﻜﺴﺮﻩ ﻭ ﭘﺎﻳﺎﻥ ﻧﺎﭘـﺬﻳﺮ‪....‬‬ ‫ﻛﻮﺗﺎﻩ ﺳﺨﻦ ﺍﻳﻦ ﻛﻪ ﺑﺰﺭﮒﺗﺮﻳﻦ ﺩﺳﺖ ﺁﻭﺭﺩ ﻭ ﺳﺎﺧﺘﻪ ﻭﺍﻟﺖ ﺩﻳﺴﻨﻲ‪ ،‬ﺗﺸﻜﻴﻼﺕ ﻭﺍﻟﺖ ﺩﻳﺴﻨﻲ ﺑﻮﺩ‪”.‬‬

‫ﺭﻳﭽﺎﺭﺩ ﺷﻴﻜﻞ‬ ‫ﺩﺭ ﻛﺘﺎﺏ ﺭﻭﺍﻳﺖ ﺩﻳﺴﻨﻲ‬ ‫ﺗﻤﺎﻡ ﻓﻜﺮ ﻭ ﺫﻛﺮ ﻣﻦ ﺍﻳﺠﺎﺩ ﺑﻬﺘﺮﻳﻦ ﻓﺮﻭﺷﮕﺎﻩ ﺧﺮﺩﻩ ﻓﺮﻭﺵ ﺑﻮﺩﻩ ﺍﺳﺖ‪ ،‬ﻫﻤﻴﻦ ﻭ ﺑﺲ! ﺍﻳﻦ ﻃـﻮﺭ ﻧﺒـﻮﺩﻩ‬ ‫ﻛﻪ ﻓﻘﻂ ﻓﻜﺮ ﭘﺮﻛﺮﺩﻥ ﺟﻴﺒﻢ ﺑﺎﺷﻢ‪.‬‬

‫ﺳﺎﻡ ﻭﺍﻟﺘﻦ‬ ‫ﺑﻨﻴﺎﻧﮕﺬﺍﺭ ﻓﺮﻭﺷﮕﺎﻩﻫﺎﻱ ﺯﻧﺠﻴﺮﻩﺍﻱ ﻭﺍﻝ ﻣﺎﺭﺕ‬ ‫ﻓﺮﺽ ﻛﻨﻴﺪ ﺑﺎ ﺁﺩﻡ ﻓﻮﻕﺍﻟﻌﺎﺩﻩﺍﻱ ﺭﻭﺑﻪﺭﻭ ﻣﻲﺷﻮﻳﺪ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﻫﺮ ﻣﻮﻗـﻊ ﺭﻭﺯ ﻳـﺎ ﺷـﺐ ﺑـﺎ ﻧﮕـﺎﻩ ﻛـﺮﺩﻥ ﺑـﻪ‬ ‫ﺧﻮﺭﺷﻴﺪ ﻳﺎ ﺳﺘﺎﺭﻩﻫﺎ ﻭﻗﺖ ﺩﻗﻴﻖ ﻭ ﺗﻘﻮﻳﻢ ﺭﻭﺯ ﺭﺍ ﺑﮕﻮﻳﺪ‪:‬‬ ‫“ ‪ ٢٣‬ﺁﻭﺭﻳﻞ ‪ ،١٤٠١‬ﺳﺎﻋﺖ ‪ ٢‬ﻭ ‪ ٣٦‬ﺩﻗﻴﻘﻪ ﻭ ‪ ١٢‬ﺛﺎﻧﻴﻪ ﺑﺎﻣﺪﺍﺩ” ﺍﮔﺮ ﭼﻨﻴﻦ ﺍﻧﺴﺎﻧﻲ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ ،‬ﺑـﻲﮔﻤـﺎﻥ ﺩﺭ‬ ‫ﮔﻔﺘﻦ ﻭﻗﺖ ﻣﻮﺟﻮﺩﻱ ﺷﮕﻔﺖﺍﻧﮕﻴﺰ ﺍﺳﺖ ﻭ ﻣﺎ ﺑﻪ ﺧﺎﻃﺮ ﺩﺍﺷﺘﻦ ﺗﻮﺍﻧﺎﻳﻲ ﮔﻔﺘﻦ ﻭﻗﺖ‪ ،‬ﺍﻳﻦ ﺷﺨﺺ ﺭﺍ ﮔﺮﺍﻣﻲ ﻭ ﻣﺤﺘﺮﻡ‬ ‫ﻣﻲﺩﺍﺭﻳﻢ‪ .‬ﺍﻣﺎ ﻫﻤﻴﻦ ﺷﺨﺺ ﺑﻪ ﺟﺎﻱ ﮔﻔﺘﻦ ﻭﻗﺖ ﻣﻲﺗﻮﺍﻧﺴﺖ ﺳﺎﻋﺘﻲ ﺑﺴﺎﺯﺩ ﻛﻪ ﺣﺘﻲ ﺑﻌﺪ ﺍﺯ ﻣـﺮﮔﺶ ﺍﻣﻜـﺎﻥ ﺍﻋـﻼﻡ‬ ‫ﻭﻗﺖ ﺑﺎﺷﺪ‪ ،‬ﺁﻳﺎ ﻭﺍﻗﻌﺎﹰ ﺷﮕﻔﺖ ﺍﻧﮕﻴﺰﺗﺮ ﻧﺒﻮﺩ؟‬ ‫ﺩﺍﺷﺘﻦ ﻓﻜﺮ ﺑﻜﺮ ﻳﺎ ﺩﺍﺷﺘﻦ ﺟﺬﺑﻪ ﺩﺭ ﺭﻫﺒﺮﻱ‪ ،‬ﭼﻴﺰﻱ ﺩﺭ ﺣﺪ “ﮔﻔﺘﻦ ﻭﻗﺖ” ﺍﺳـﺖ ﺍﻣـﺎ ﺳـﺎﺧﺘﻦ ﺷـﺮﻛﺘﻲ ﻛـﻪ ﺗـﺎ‬ ‫ﻣﺪﺕﻫﺎ ﭘﺲ ﺍﺯ ﺭﻓﺘﻦ ﺁﺩﻡﻫﺎ )ﻳﻌﻨﻲ ﻓﺮﺩ ﺭﻫﺒﺮ( ﺑﺘﻮﺍﻧﺪ ﺍﻧﻮﺍﻉ ﻛﺎﻻ ﺭﺍ ﺗﻮﻟﻴﺪ ﻛﻨﺪ ﻭ ﺩﺭ ﻛﺎﺭ ﺧـﻮﺩ ﻣﻮﻓـﻖ ﺑﺎﺷـﺪ ﻣﺜـﻞ‬ ‫“ﺳﺎﺧﺘﻦ ﺳﺎﻋﺖ” ﺍﺳﺖ‪.‬‬

‫ﺩﺭ ﺍﻧﺘﻈﺎﺭ ﻓﻜﺮ ﺑﻜﺮ ﻧﺸﺴﺘﻦ ﻓﻜﺮﻱ ﻋﺒﺚ ﺍﺳﺖ‪.‬‬ ‫ﻓﻜﺮ ﺑﻜﺮ‪ ،‬ﺳﺎﺧﺘﻦ ﺧﻮﺩ ﺷﺮﻛﺖ ﺍﺳﺖ‪.‬‬ ‫ﺑﺮﺍﻱ ﺩﺭﻙ ﺳﺮﻳﻊ ﺗﻔﺎﻭﺕ ﺳﺎﻋﺖ ﮔﻮﻳﻲ ﻭ ﺳﺎﻋﺖ ﺳﺎﺯﻱ‪ ،‬ﺩﻭ ﺷـﺮﻛﺖ ﺟﻨـﺮﺍﻝ ﺍﻟﻜﺘﺮﻳـﻚ ﻭ ﻭﺳـﺘﻴﻨﮕﻬﺎﻭﺱ ﺭﺍ ﺩﺭ‬ ‫ﺳﺎﻝﻫﺎﻱ ﻧﺨﺴﺖ ﻛﺎﺭ ﺑﺎ ﻫﻢ ﻣﻘﺎﻳﺴﻪ ﻛﻨﻴﺪ‪ .‬ﺟﺮﺝ ﻭﺳﺘﻴﻨﮕﻬﺎﻭﺱ ﺩﺭ ﻛﺎﺭ ﺗﻮﻟﻴﺪ ﻧﺎﺑﻐﻪ ﻭ ﺩﺭ ﻧﻮﺁﻭﺭﻱ ﻭ ﺍﺑﺘﻜﺎﺭ ﺑﺴـﻴﺎﺭ ﺑـﺎ‬ ‫ﭘﺸﺘﻜﺎﺭ ﺑﻮﺩ ﺑﻪ ﻃﻮﺭﻱ ﻛﻪ ﻋﻼﻭﻩ ﺑﺮ ﻭﺳﺘﻴﻨﮕﻬﺎﻭﺱ ‪ ٥٩‬ﺷﺮﻛﺖ ﺩﻳﮕـﺮ ﻧﻴـﺰ ﺩﺭﺳـﺖ ﻛـﺮﺩﻩ ﺑـﻮﺩ‪ .‬ﺍﺯ ﺍﻳـﻦ ﮔﺬﺷـﺘﻪ‬ ‫ﭘﻴﺶﺑﻴﻨﻲ ﻣﻲﻛﺮﺩ ﻛﻪ ﺷﺒﻜﻪ ﺟﺮﻳﺎﻥ ﻣﺘﻨﺎﻭﺏ ﺑﺮ ﺷﺒﻜﻪ ﺟﺮﻳﺎﻥ ﻣﺴﺘﻘﻴﻢ ﺍﺩﻳﺴﻮﻥ ﻏﻠﺒﻪ ﻣﻲﻛﻨﺪ ﻭ ﺳﺮﺍﻧﺠﺎﻡ ﻧﻴـﺰ ﭼﻨـﻴﻦ‬ ‫ﺷﺪ‪.‬‬ ‫ﺣﺎﻻ ﺟﺮﺝ ﻭﺳﺘﻴﻨﮕﻬﺎﻭﺱ ﺭﺍ ﺑﺎ ﭼﺎﺭﻟﺰ ﻛﺎﻓﻦ ﻧﺨﺴﺘﻴﻦ ﺭﻳﻴﺲ ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ ﺟﻨﺮﺍﻝ ﺍﻟﻜﺘﺮﻳﻚ ﻣﻘﺎﻳﺴﻪ ﻛﻨﻴـﺪ‪ .‬ﻛـﺎﻓﻦ‬ ‫ﺣﺘﻲ ﻳﻚ ﻛﺎﻻ ﻫﻢ ﺍﺑﺘﻜﺎﺭ ﻧﻜﺮﺩﻩ‪ ،‬ﺍﻣﺎ ﺍﺯ ﻳﻚ ﺍﺑﺘﻜﺎﺭ ﭼﺸﻤﮕﻴﺮ ﻭ ﺑﺴﻴﺎﺭ ﻣﻬﻢ ﺣﻤﺎﻳﺖ ﻛﺮﺩﻩ ﺑﻮﺩ ﻭ ﺁﻥ ﺗﺄﺳﻴﺲ ﺁﺯﻣﺎﻳﺸﮕﺎﻩ‬ ‫ﭘﮋﻭﻫﺸﻲ ﺟﻨﺮﺍﻝ ﺍﻟﻜﺘﺮﻳﻚ ﺑﻮﺩ ﻛﻪ ﻧﺎﻡ ﺁﻥ ﺩﺭ ﺗﺎﺭﻳﺦ ﺑﻪ ﻋﻨﻮﺍﻥ ﻧﺨﺴﺘﻴﻦ ﺁﺯﻣﺎﻳﺸﮕﺎﻩ ﭘﮋﻭﻫﺶﻫﺎﻱ ﺻﻨﻌﺘﻲ ﺁﻣﺮﻳﻜﺎ ﺛﺒﺖ‬ ‫ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺟﺮﺝ ﻭﺳﺘﻴﻨﮕﻬﺎﻭﺱ ﺯﻣﺎﻥﮔﻮ ﺑﻮﺩ ﺍﻣﺎ ﭼﺎﺭﻟﺰ ﻛﺎﻓﻦ ﺳﺎﻋﺖﺳﺎﺯ‪ .‬ﺑﺰﺭﮒﺗﺮﻳﻦ ﺳﺎﺧﺘﻪ ﻭﺳﺘﻴﻨﮕﻬﺎﻭﺱ ﺷـﺒﻜﻪ‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪۶ /‬‬

‫ﺑﺮﻕ ﺟﺮﻳﺎﻥ ﻣﺘﻨﺎﻭﺏ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﺑﺰﺭﮒﺗﺮﻳﻦ ﺳﺎﺧﺘﻪ ﻛﺎﻓﻦ ﺷﺮﻛﺖ ﺟﻨﺮﺍﻝ ﺍﻟﻜﺘﺮﻳﻚ ﺍﺳﺖ‪ .‬ﺷـﺮﻛﺖﻫـﺎﻱ ﺁﺭﻣـﺎﻧﻲ ﺑـﺎ‬ ‫ﻃﻨﺎﺏ ﭘﻮﺳﻴﺪﻩ “ﻳﺎ” ﺑﻪ ﭼﺎﻩ ﻧﻤﻲﺭﻭﻧﺪ‪ .‬ﻋﻘﻞ ﺣﻜﻢ ﻣﻲﻛﻨﺪ ﻛﻪ ﺍﻧﺴﺎﻥ ﺍﺳﻴﺮ ﺗﻨﺎﻗﺾ ﻧﺸﻮﺩ ﺯﻳﺮﺍ ﻧﻤﻲﺗﻮﺍﻧﺪ ﻫﻤﺰﻣـﺎﻥ ﺑـﺎ‬ ‫ﺩﻭ ﻧﻴﺮﻭﻱ ﻇﺎﻫﺮﺍﹰ ﻣﺘﻀﺎﺩ ﺯﻧﺪﮔﻲ ﻛﻨﺪ‪ .‬ﺍﺳﺘﺒﺪﺍﺩ “ﻳﺎ” ﺍﻧﺴﺎﻥ ﺭﺍ ﻭﺍﺩﺍﺭ ﻣﻲﻛﻨﺪ ﻛﻪ ﺑﭙﺬﻳﺮﺩ ﻳﺎ ﺑﺎﻳﺪ ﺩﺭﺣﺎﻟﺖ ﺍﻟﻒ ﺑﺎﺷـﻨﺪ‬ ‫ﻭ ﻳﺎ ﺩﺭ ﺣﺎﻟﺖ ﺏ‪ .‬ﺍﻣﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﻫﻢ ﺩﺭ ﺣﺎﻟﺖ ﺍﻟﻒ ﻭ ﻫﻢ ﺩﺭ ﺣﺎﻟﺖ ﺏ ﺑﺎﺷﻨﺪ‪ .‬ﺑﻪ ﺍﻳﻦ ﺍﺳﺘﺪﻻﻝﻫﺎﻱ ﻣﺴﺘﺒﺪﺍﻧﻪ ﺗﻮﺟﻪ‬ ‫ﻛﻨﻴﺪ ﻛﻪ ﻣﺸﺖ ﻧﻤﻮﻧﻪ ﺧﺮﻭﺍﺭ ﺍﺳﺖ‪.‬‬ ‫•‬

‫ﻳﺎ ﺗﻐﻴﻴﺮ ﻳﺎ ﺛﺒﺎﺕ‬

‫•‬

‫ﻳﺎ ﻣﺤﺎﻓﻈﻪ ﻛﺎﺭﻱ ﻳﺎ ﺟﺴﺎﺭﺕ‬

‫•‬

‫ﻳﺎ ﻫﺰﻳﻨﻪ ﻛﻢ ﻳﺎ ﻛﻴﻔﻴﺖ ﺧﻮﺏ‬

‫•‬

‫ﻳﺎ ﺧﻮﺩﮔﺮﺩﺍﻧﻲ ﺧﻼﻕ ﻳﺎ ﺳﺎﺯﮔﺎﺭﻱ ﻭ ﺍﻃﺎﻋﺖ‬

‫•‬

‫ﻳﺎ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﺑﺮﺍﻱ ﺁﻳﻨﺪﻩ ﻳﺎ ﭼﺴﺒﻴﺪﻥ ﺑﻪ ﻛﻮﺗﺎﻩ ﻣﺪﺕ‬

‫•‬

‫ﺑﺎ ﺍﻓﺰﺍﻳﺶ ﺍﺭﺯﺵ ﺳﻬﺎﻡ‪ ،‬ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﻳﺎ ﺧﺪﻣﺖ ﺑﻪ ﻋﺎﻟﻢ ﺑﺸﺮﻳﺖ‬

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‫ﻳﺎ ﺁﺭﻣﺎﻥﮔﺮﺍ )ﺍﺭﺯﺵ ﻣﺪﺍﺭ( ﻳﺎ ﻋﻤﻞ ﮔﺮﺍ )ﺳﻮﺩﺟﻮ(‬

‫ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺑﻪ ﺟﺎﻱ ﺍﺳﺎﺭﺕ ﺩﺭ ﭼﻨﮕﺎﻝ “ﻳﺎ” ﺑﻪ ﺳﻮﻱ “ﻭ” ﻣﻲﺭﻭﻧﺪ ﻭ ﻳﻌﻨﻲ ﻫﺮ ﺩﻭ ﺑﻪ ﻃﻮﺭ ﻫﻤﺰﻣﺎﻥ‪ ،‬ﻳﻌﻨﻲ ﺑـﻪ‬ ‫ﺟﺎﻱ ﻳﺎ ﺍﻟﻒ ﻳﺎ ﺏ ﭘﻴﺪﺍ ﻛﺮﺩﻥ ﺭﺍﻫﻲ ﺑﺮﺍﻱ ﺁﻥ ﻛﻪ ﻫﻤﺰﻣﺎﻥ ﻫﻢ ﺍﻟﻒ ﺑﺎﺷﺪ ﻭ ﻫﻢ ﺏ‪ .‬ﺑﺮﺍﻱ ﺁﺷﻨﺎﻳﻲ ﺑـﺎ ﺍﻳـﻦ ﺑـﻪﻇـﺎﻫﺮ‬ ‫ﺗﻨﺎﻗﺾﻫﺎ ﺑﻪ ﭼﻨﺪ ﻧﻤﻮﻧﻪ ﺯﻳﺮ ﺗﻮﺟﻪ ﻓﺮﻣﺎﻳﻴﺪ‪:‬‬

‫ﺍﺯ ﻃﺮﻑ ﺩﻳﮕﺮ‬

‫ﺍﺯ ﻳﻚ ﻃﺮﻑ‬ ‫ﻫﺪﻓﻲ ﺑﺮﺗﺮ ﺍﺯ ﺳﻮﺩ‬

‫ﻭ‬

‫ﺳﻮﺩﺟﻮﻳﻲ ﻭﺍﻗﻊ ﺑﻴﻨﺎﻧﻪ‬

‫ﺟﻬﺎﻥﺑﻴﻨﻲ ﺑﺎﻟﻨﺴﺒﻪ ﺛﺎﺑﺖ‬

‫ﻭ‬

‫ﺩﮔﺮﮔﻮﻧﻲ ﻭ ﺗﺤﺮﻙ ﺷﺪﻳﺪ‬

‫ﺭﻋﺎﻳﺖ ﻭ ﻣﻼﺣﻈﻪ ﺍﺻﻮﻝ‬

‫ﻭ‬

‫ﺟﺴﻮﺭ ﺑﻮﺩﻥ ﻭ ﺧﻄﺮ ﻛﺮﺩﻥ‬

‫ﺁﺭﻣﺎﻥ ﻣﺸﺨﺺ ﻭ ﺷﻨﺎﺧﺖ ﻫﺪﻑ‬

‫ﻭ‬

‫ﺗﺠﺮﺑﻪ ﻭ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻓﺮﺻﺖ‬

‫ﻫﺪﻑﻫﺎﻱ ﺑﺰﺭﮒ ﻭ ﺟﺴﻮﺭﺍﻧﻪ‬

‫ﻭ‬

‫ﭘﻴﺸﺮﻓﺖ ﺁﺭﺍﻡ ﻭ ﺗﺪﺭﻳﺠﻲ‬

‫ﮔﺰﻳﻨﺶ ﻣﺪﻳﺮﺍﻥ ﻣﻌﺘﻘﺪ ﺑﻪ ﺍﺻﻮﻝ‬

‫ﻭ‬

‫ﮔﺰﻳﻨﺶ ﻣﺪﻳﺮﺍﻥ ﻣﺪﺍﻓﻊ ﺗﻐﻴﻴﺮ‬

‫ﺍﻃﺎﻋﺖ ﺍﻳﺪﺋﻮﻟﻮﮊﻳﻜﻲ‬

‫ﻭ‬

‫ﺧﻮﺩﻣﺨﺘﺎﺭﻱ ﻋﻤﻠﻴﺎﺗﻲ‬

‫ﻓﺮﻫﻨﮓ ﺗﻌﻬﺪ )ﺷﺒﻪ ﺩﻳﻨﻲ(‬

‫ﻭ‬

‫ﺗﻮﺍﻧﺎﻳﻲ ﺗﻐﻴﻴﺮ‪ ،‬ﺣﺮﻛﺖ ﻭ ﺳﺎﺯﮔﺎﺭﻱ‬

‫ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﺑﺮﺍﻱ ﺁﻳﻨﺪﻩ‬

‫ﻭ‬

‫ﺗﺄﻛﻴﺪ ﺑﺮ ﻋﻤﻠﻜﺮﺩ ﻛﻮﺗﺎﻩ ﻣﺪﺕ‬

‫ﻓﻠﺴﻔﻲ‪ ،‬ﺁﺭﻣﺎﻧﻲ‪ ،‬ﺁﻳﻨﺪﻩﻧﮕﺮ‬

‫ﻭ‬

‫ﺣﺴﺎﺏ ﻭ ﻛﺘﺎﺏ ﺭﻭﺷﻦ ﺭﻭﺯﺍﻧﻪ‬

‫ﻫﻤﺎﻫﻨﮕﻲ ﺳﺎﺯﻣﺎﻥ ﺑﺎ ﺍﺻﻮﻝ‬

‫ﻭ‬

‫ﺳﺎﺯﮔﺎﺭﻱ ﺳﺎﺯﻣﺎﻥ ﺑﺎ ﻣﺤﻴﻂ‬

‫ﻣﺎ ﻣﺮﻭﺝ ﺗﻌﺎﺩﻝ ﻣﺤﺾ ﻧﻴﺴﺘﻴﻢ‪ .‬ﺗﻌﺎﺩﻝ ﻳﻌﻨﻲ ﺣﺪ ﻭﺳﻂ ﺭﺍ ﮔﺮﻓﺘﻦ ﭘﻨﺠﺎﻩ ـ ﭘﻨﺠﺎﻩ‪ ،‬ﻧﺼﻒ ـ ﻧﺼـﻒ‪ .‬ﺷـﺮﻛﺖﻫـﺎﻱ‬ ‫ﺁﺭﻣﺎﻧﻲ ﺑﻪ ﺩﻧﺒﺎﻝ ﺍﻳﺠﺎﺩ ﺗﻌﺎﺩﻝ )ﺑﻪ ﺍﻳﻦ ﻣﻌﻨﺎ ﻛﻪ ﮔﻔﺘﻪ ﺷﺪ( ﺑﻴﻦ ﻛﻮﺗﺎﻩ ﻣﺪﺕ ﻭ ﺑﻠﻨﺪ ﻣﺪﺕ ﻧﻴﺴﺘﻨﺪ‪ .‬ﺁﻧﻬﺎ ﻣـﻲﺧﻮﺍﻫﻨـﺪ‬ ‫ﺩﺭ ﻛﻮﺗﺎﻩ ﻣﺪﺕ ﻭ ﺑﻠﻨﺪ ﻣﺪﺕ ﺧﻮﺏ ﻛﺎﺭ ﻛﻨﻨﺪ‪ .‬ﺷﺮﻛﺖ ﺁﺭﻣﺎﻧﻲ ﺩﻧﺒﺎﻝ ﺍﻳﺠـﺎﺩ ﺗﻌـﺎﺩﻝ ﺳـﺎﺩﻩ ﺑـﻴﻦ ﺁﺭﻣـﺎﻥﮔﺮﺍﻳـﻲ ﻭ‬ ‫ﺳﻮﺩﺁﻭﺭﻱ ﻧﻴﺴﺖ‪ .‬ﺩﻧﺒﺎﻝ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻫﻢ ﻛﺎﻣﻼﹰ ﺁﺭﻣﺎﻥﮔﺮﺍ ﺑﺎﺷﺪ ﻭ ﻫﻢ ﻛﺎﻣﻼﹰ ﺳﻮﺩﺁﻭﺭ‪ .‬ﺷﺮﻛﺖ ﺁﺭﻣﺎﻧﻲ ﺑﻪ ﺩﻧﺒـﺎﻝ‬ ‫ﺍﻳﺠﺎﺩ ﺗﻌﺎﺩﻝ ﺳﺎﺩﻩ ﺑﻴﻦ ﺣﻔﻆ ﺍﺻﻮﻝ ﻭ ﺗﻐﻴﻴﺮ ﻭ ﺗﺤﺮﻙ ﻧﻴﺴﺖ‪ ،‬ﺑﻠﻜﻪ ﻫﺮ ﺩﻭ ﺭﺍ ﺩﺭ ﺣﺪﺍﻛﺜﺮ ﺁﻥ ﻣﻲﺧﻮﺍﻫـﺪ‪ .‬ﺑـﻪ ﺯﺑـﺎﻥ‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪٧ /‬‬

‫ﺳﺎﺩﻩﺗﺮ‪ ،‬ﺷﺮﻛﺖ ﺁﺭﻣﺎﻧﻲ ﺩﺭﺻﺪﺩ ﺩﺭﻫﻢ ﺁﻣﻴﺨﺘﻦ ﺳﻴﺎﻩ ﻭ ﺳﻔﻴﺪ ﻧﻴﺴﺖ ﺗﺎ ﻳﻚ ﺩﺍﻳﺮﻩ ﻧﺎﻣﺸـﺨﺺ ﻭ ﺧﺎﻛﺴـﺘﺮﻱ ﺑـﻪ‬ ‫ﻭﺟﻮﺩ ﺁﻳﺪ ﻛﻪ ﻧﻪ ﺳﻴﺎﻩ ﺑﺎﺷﺪ ﻧﻪ ﺳﻔﻴﺪ‪ ،‬ﺩﻧﺒﺎﻝ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﻃﻮﺭ ﻣﺘﻤﺎﻳﺰ ﻫﻢ ﺳﻴﺎﻩ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﻭ ﻫﻢ ﺳﻔﻴﺪ ﺭﺍ‬ ‫ﻭ ﻫﺮ ﺩﻭ ﺭﺍ ﺑﺎ ﻫﻢ ﻭ ﻫﻤﻴﺸﻪ‪.‬‬ ‫ﺑﻪ ﻋﻘﻞ ﺟﻮﺭ ﺩﺭ ﻧﻤﻲﺁﻳﺪ؟ ﺷﺎﻳﺪ ﺑﻪ ﻧﺪﺭﺕ ﭼﻨﻴﻦ ﻣﻲﺷﻮﺩ؟ ﺁﺭﻱ ﻣﺸﻜﻞ ﺍﺳﺖ؟ ﺣﺘﻤﺎﹰ‪ .‬ﺍﻣﺎ ﻫﻤﺎﻥﻃﻮﺭ ﻛﻪ ﺍﺳـﻜﺎﺕ‬ ‫ﻓﻴﺘﺰﺟﺮﺍﻟﺪ ﮔﻔﺘﻪ ﺍﺳﺖ‪ :‬ﻧﻤﺎﺩ ﻫﻮﺵ ﺳﺮﺷﺎﺭ‪ ،‬ﺗﻮﺍﻧﺎﻳﻲ ﺣﻔﻆ ﺩﻭ ﺍﻧﺪﻳﺸﻪ ﻣﺘﻀﺎﺩ ﺩﺭ ﺫﻫﻦ ﻭ ﺩﺭ ﻳﻚ ﺯﻣـﺎﻥ ﺍﺳـﺖ ﺑـﻪ‬ ‫ﺷﺮﻁ ﺁﻧﻜﻪ ﻗﺪﺭﺕ ﻋﻤﻞ ﻣﺤﻔﻮﻅ ﺑﻤﺎﻧﺪ ﻭ ﺍﻳﻦ ﻫﻤﺎﻥ ﻫﻨﺮﻱ ﺍﺳﺖ ﻛﻪ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺩﺍﺭﻧﺪ‪.‬‬

‫ﻓﺼﻞ ‪٣‬‬ ‫ﺁﻧﭽﻪ ﺍﺯ ﺳﻮﺩ ﻣﻬﻢﺗﺮ ﺍﺳﺖ‬ ‫“ﻣﺒﺎﻧﻲ ﻭ ﺍﺻﻮﻝ ﺍﻳﻦ ﺷﺮﻛﺖ ﺍﺯ ﺯﻣﺎﻧﻲ ﻛﻪ ﺑﻪ ﻭﺳﻴﻠﻪ ﺑﻨﻴﺎﻧﮕﺬﺍﺭﺍﻥ ﺁﻥ ﺗﺪﻭﻳﻦ ﺷﺪﻩ ﺗﺎﻛﻨﻮﻥ ﺩﺳﺖ ﻧﺨﻮﺭﺩﻩ‬ ‫ﻣﺎﻧﺪﻩ ﺍﺳﺖ‪ .‬ﺍﺻﻮﻝ ﻭ ﺭﻭﺍﻝ ﻛﺎﺭ ﺑﺎ ﻫﻢ ﻓﺮﻕ ﺩﺍﺭﻧﺪ‪ .‬ﺍﺻﻮﻝ ﺗﻐﻴﻴﺮﻧﺎﭘﺬﻳﺮﻧﺪ ﺍﻣﺎ ﺭﻭﺍﻝ ﻛﺎﺭ ﺗﻐﻴﻴﺮ ﭘﺬﻳﺮ ﺍﺳـﺖ‪.‬‬ ‫ﻧﻜﺘﻪ ﻣﻬﻢ ﺩﻳﮕﺮ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﮔﺮﭼﻪ ﺳﻮﺩ ﺩﺭ ﻛﺴﺐﻭﻛﺎﺭ ﻧﻘﺶ ﺑﺮﺟﺴـﺘﻪﺍﻱ ﺩﺍﺭﺩ ﺍﻣـﺎ ﻓﻠﺴـﻔﻪ ﻭﺟـﻮﺩﻱ‬ ‫ﻫﻴﻮﻟﺖ ـ ﭘﺎﻛﺎﺭﺩ ﺳﻮﺩ ﻧﻴﺴﺖ‪ .‬ﺍﻳﻦ ﺷﺮﻛﺖ ﺑﻪ ﺧﺎﻃﺮ ﺍﺻﻮﻟﻲ ﺑﻪ ﻣﺮﺍﺗﺐ ﻣﻬﻢﺗﺮ ﺳﺮﭘﺎ ﻣﺎﻧﺪﻩ ﺍﺳﺖ‪”.‬‬

‫ﺟﺎﻥ ﻳﺎﻧﮓ‬ ‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﺳﺎﺑﻖ ﻫﻴﻮﻟﺖ ـ ﭘﺎﻛﺎﺭﺩ‬ ‫“ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻣﺎ ﺣﻔﻆ ﻭ ﺑﻬﺒﻮﺩ ﺯﻧﺪﮔﻲ ﺍﻧﺴﺎﻥﻫﺎﺳﺖ‪ .‬ﻣﻼﻙ ﺳﻨﺠﺶ ﻫﻤﻪ ﻛﺎﺭﻫﺎﻱ ﻣﺎ ﻣﻴـﺰﺍﻥ ﻣﻮﻓﻘﻴـﺖ‬ ‫ﺩﺭ ﺩﺳﺖﻳﺎﺑﻲ ﺑﻪ ﺍﻳﻦ ﻫﺪﻑ ﺍﺳﺖ‪”.‬‬

‫ﺷﺮﻛﺖ ﻣﺮﻙ ﻭ ﺷﺮﻛﺎ‬ ‫ﺑﻪ ﻧﻘﻞ ﺍﺯ ﺟﺰﻭﻩ ﺭﺍﻫﻨﻤﺎﻱ ﻣﺪﻳﺮﺍﻥ ـ ‪١٨٩٢‬‬ ‫“ﺩﺭ ﺷﺮﻛﺖ ﻓﻮﺭﺩ‪ ،‬ﺍﻫﻤﻴﺖ ﺳﻮﺩ ﺩﺭ ﻣﺮﺗﺒﻪ ﺑﻌﺪ ﺍﺯ ﺍﻧﺴﺎﻥﻫﺎ ﻭ ﻓـﺮﺁﻭﺭﺩﻩﻫـﺎ ﻗـﺮﺍﺭﺩﺍﺭﺩ ﻭ ﺍﻳـﻦ ﻣﺴـﺌﻠﻪ‬ ‫ﻣﺤﺴﻮﺭ ﻛﻨﻨﺪﻩ ﺍﺳﺖ‪”.‬‬

‫ﺩﺍﻻﻥ ﭘﻴﺘﺮﺳﻦ‬ ‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﺳﺎﺑﻖ ﻓﻮﺭﺩ ‪١٩٩٤‬‬ ‫ﺷﺮﻛﺖ ﺟﺎﻧﺲ ﺍﻧﺪ ﺟﺎﻧﺲ ﻣﺎﻧﻨﺪ ﻫﻴﻮﻟﺖ ﭘﺎﻛﺎﺭﺩ ﻧﺨﺴﺖ ﺍﺯ ﺍﻳﺪﻩﺁﻝﻫﺎﻱ ﻓﺮﺍﺗﺮ ﺍﺯ ﺳﻮﺩ ﺻﺤﺒﺖ ﻣﻲﻛﻨﺪ ﻭ ﺳﭙﺲ ﺑـﺮ‬ ‫ﺍﻫﻤﻴﺖ ﻛﺴﺐ ﺳﻮﺩ ﺩﺭ ﺩﻝ ﺁﻥ ﺍﻳﺪﻩﺁﻝﻫﺎ ﺗﺎﻛﻴﺪ ﻣﻲﻛﻨﺪ‪ .‬ﺭﺍﺑﺮﺕ ﺟﺎﻧﺴﻦ ﺑﻪ ﻫﻨﮕﺎﻡ ﺗﺄﺳـﻴﺲ ﺟﺎﻧﺴـﻦ ﺍﻧـﺪ ﺟـﺎﻧﺲ‬ ‫ﻫﺪﻑ ﺁﻥ ﺭﺍ “ ﻛﺎﺳﺘﻦ ﺍﺯ ﺩﺭﺩ ﻭ ﺑﻴﻤﺎﺭﻱ” ﺍﻋﻼﻡ ﻛﺮﺩ‪.‬‬ ‫ﺭﺍﺑﺮﺕ ﺟﺎﻧﺴﻦ ﺩﺭ ﺳﺎﻝ ‪ ١٩٣٥‬ﺍﻳﻦ ﺍﻓﻜﺎﺭ ﺭﺍ ﺑﻪ ﺻﻮﺭﺕ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺷﺮﻛﺖ ﺩﺭﺁﻭﺭﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺧﺪﻣﺖ ﺑﻪ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺩﺭ ﻣﺮﺗﺒﻪ ﺍﻭﻝ ﻭ ﺧﺪﻣﺎﺕ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﻭ ﻣﺪﻳﺮﻳﺖ ﺩﺭ ﻣﺮﺗﺒﻪ ﺩﻭﻡ ﻭ ﺧﺪﻣﺖ ﺑﻪ ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﺩﺭ ﻣﺮﺣﻠﻪ ﺁﺧﺮ‬ ‫ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﺩ‪ .‬ﺳﭙﺲ ﺍﻭ ﻣﺮﺍﻣﻨﺎﻣﻪ ﺷﺮﻛﺖ ﺟﺎﻧﺴﻦ ﺍﻧﺪ ﺟﺎﻧﺴﻦ ﺭﺍ ﺑﻪ ﺷﺮﺡ ﺯﻳﺮ ﺗﺪﻭﻳﻦ ﻛﺮﺩ‪:‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪٨ /‬‬

‫ﻣﺮﺍﻣﻨﺎﻣﻪ‬ ‫ﻣﺎ ﻣﻌﺘﻘﺪﻳﻢ ﻛﻪ ﺩﺭ ﻭﻫﻠﻪ ﺍﻭﻝ ﺩﺭ ﺑﺮﺍﺑﺮ ﭘﺰﺷﻜﺎﻥ‪ ،‬ﭘﺮﺳﺘﺎﺭﺍﻥ‪ ،‬ﺑﻴﻤﺎﺭﺳﺘﺎﻥﻫـﺎ‪ ،‬ﻣـﺎﺩﺭﺍﻥ ﻭ ﻫﻤـﻪ‬ ‫ﻛﺴﺎﻧﻲ ﻛﻪ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﻣﺎ ﺭﺍ ﻣﺼﺮﻑ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﻣﺴﺌﻮﻝ ﻫﺴﺘﻴﻢ‪ .‬ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﻣﺎ ﻫﻤـﻮﺍﺭﻩ‬ ‫ﺑﺎﻳﺪ ﻣﺮﻏﻮﺏﺗﺮﻳﻦ ﻛﻴﻔﻴﺖ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬ ‫ﻣﺎ ﺑﺎﻳﺪ ﻫﻤﻮﺍﺭﻩ ﺑﻜﻮﺷﻴﻢ ﻛﻪ ﻗﻴﻤﺖ ﺍﻳﻦ ﻓﺮﺁﻭﺭﺩﻩﻫﺎ ﺭﺍ ﭘﺎﻳﻴﻦ ﺑﻴﺎﻭﺭﻳﻢ‪ .‬ﺳﻔﺎﺭﺷﺎﺕ ﺑﺎﻳﺪ ﺑـﻪ‬ ‫ﻓﻮﺭﻳﺖ ﻭ ﺑﺎ ﺩﻗﺖ ﺁﻣﺎﺩﻩ ﺷﻮﻧﺪ‪.‬‬ ‫ﻛﺎﺭﮔﺮﺍﻥ ﻣﺎ ﺑﺎﻳﺪ ﺍﺯ ﺳﻮﺩ ﻋﺎﺩﻟﻪ ﺑﻬﺮﻩﻣﻨﺪ ﺷﻮﻧﺪ‪.‬‬ ‫ﺩﺭ ﻭﻫﻠﻪ ﺩﻭﻡ‪ ،‬ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺑﺮﺍﺑﺮ ﻛﺴﺎﻧﻲ ﻛﻪ ﺑﺎ ﻣﺎ ﻛﺎﺭ ﻣﻲﻛﻨﻨﺪ ﻣﺴﺌﻮﻝ ﻣﻲﺩﺍﻧـﻢ ﻣـﺮﺩﺍﻥ ﻭ‬ ‫ﺯﻧﺎﻧﻲ ﻛﻪ ﺩﺭ ﻛﺎﺭﺧﺎﻧﻪﻫﺎ ﻭ ﺩﻓﺎﺗﺮ ﺑﺎ ﻣﺎ ﻫﻤﻜﺎﺭﻱ ﻣﻲﻛﻨﻨﺪ ﺑﺎﻳﺪ ﺍﺯ ﻧﻈﺮ ﺷﻐﻠﻲ ﺍﺣﺴﺎﺱ ﺍﻣﻨﻴـﺖ‬ ‫ﻛﻨﻨﺪ‪ .‬ﺩﺳﺘﻤﺰﺩﻫﺎ ﺑﺎﻳﺪ ﻋﺎﺩﻻﻧﻪ ﻭ ﻛﺎﻓﻲ ﺑﺎﺷﺪ‪ .‬ﻣﺪﻳﺮﺍﻥ ﺁﻧﻬﺎ ﺑﺎﻳﺪ ﻣﻨﺼﻒ ﺑﺎﺷﻨﺪ‪ .‬ﺳﺎﻋﺎﺕ ﻛﺎﺭ‬ ‫ﺁﻧﻬﺎ ﻣﻌﻘﻮﻝ ﻭ ﻣﺤﻴﻂ ﻛﺎﺭ ﺁﻧﻬﺎ ﺗﻤﻴﺰ ﻭ ﻣﻨﻈﻢ ﺑﺎﺷﺪ‪ .‬ﺑﻪ ﺷﻜﺎﻳﺎﺕ ﻭ ﭘﻴﺸﻨﻬﺎﺩﻫﺎﻱ ﻛﺎﺭﻛﻨـﺎﻥ ﺑﺎﻳـﺪ‬ ‫ﺑﻪ ﻃﻮﺭ ﺳﺎﺯﻣﺎﻥﻳﺎﻓﺘﻪ ﺭﺳﻴﺪﮔﻲ ﺷﻮﺩ‪ .‬ﺳﺮﭘﺮﺳﺘﺎﻥ ﻭ ﺭﺅﺳﺎﻱ ﺩﻭﺍﻳﺮ ﺑﺎﻳﺪ ﻭﺭﺯﻳﺪﻩ ﻭ ﺑﻲ ﻏﺮﺽ‬ ‫ﺑﺎﺷﻨﺪ‪ .‬ﺑﺮﺍﻱ ﻫﺮﻛﺲ ﻛﻪ ﻟﻴﺎﻗﺖ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﺑﺎﻳﺪ ﻓﺮﺻﺖ ﭘﻴﺸـﺮﻓﺖ ﻓـﺮﺍﻫﻢ ﺑﺎﺷـﺪ ﻭ ﺑـﺎ‬ ‫ﺍﺷﺨﺎﺹ ﺑﺎﻳﺪ ﺑﻪ ﺻﻮﺭﺕ ﻓﺮﺩﻱ ﻋﻤﻞ ﺷﻮﺩ ﻭ ﺷﺄﻥ ﻭ ﺷﺎﻳﺴﺘﮕﻲ ﺁﻧﻬﺎ ﺭﻋﺎﻳﺖ ﺷﻮﺩ‪.‬‬ ‫ﺩﺭ ﻭﻫﻠﻪ ﺳﻮﻡ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺑﺮﺍﺑﺮ ﻣﺪﻳﺮﺍﻥﻣﺎﻥ ﻣﺴﺌﻮﻝ ﻣﻲﺩﺍﻧﻴﻢ‪ .‬ﻣﺪﻳﺮﺍﻥ ﻣﺎ ﺑﺎﻳـﺪ ﺍﻓـﺮﺍﺩﻱ‬ ‫ﺷﺎﻳﺴﺘﻪ‪ ،‬ﻣﺠﺮﺏ ﻭ ﺗﻮﺍﻧﺎ ﺑﺎﺷﻨﺪ‪ .‬ﺁﻧﻬﺎ ﺑﺎﻳﺪ ﺍﺯ ﺷﻌﻮﺭ ﻣﺘﻌﺎﺭﻑ ﻭ ﺩﺭﻙ ﻛﺎﻣﻞ ﺑﻬﺮﻩﻣﻨﺪ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺩﺭ ﻣﺮﺣﻠﻪ ﺑﻌﺪ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺑﺮﺍﺑﺮ ﺟﻮﺍﻣﻌﻲ ﻛﻪ ﺩﺭ ﺁﻧﻬﺎ ﺯﻧﺪﮔﻲ ﻣﻲﻛﻨﻴﻢ‪ ،‬ﻣﺴﺌﻮﻝ ﻣـﻲﺩﺍﻧـﻴﻢ‬ ‫ﻣﺎ ﺑﺎﻳﺪ ﺑﺎ ﺣﻤﺎﻳﺖ ﺍﺯ ﻧﻴﻜﻮﻛﺎﺭﻱ ﻭ ﻧﻮﻉﺩﻭﺳﺘﻲ ﺷﻬﺮﻭﻧﺪﺍﻥ ﺧﻮﺏ ﺟﺎﻣﻌﻪ ﺑﺎﺷﻴﻢ ﻭ ﺳﻬﻢ ﺧـﻮﺩ ﺭﺍ‬ ‫ﺍﺯ ﻣﺎﻟﻴﺎﺕ ﻋﺎﺩﻻﻧﻪ ﺑﭙﺮﺩﺍﺯﻳﻢ‪ .‬ﺑﺎﻳﺪ ﺑﻪ ﺷﻜﺮﺍﻧﻪ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺩﺍﺷﺘﻦ ﺍﻣﻮﺍﻝ ﻭ ﺍﺑﺰﺍﺭ‪ ،‬ﺍﺯ ﺁﻧﻬﺎ ﺑﻪﺧﻮﺑﻲ‬ ‫ﻣﻮﺍﻇﺒﺖ ﻛﻨﻴﻢ‪ .‬ﺑﺎﻳﺪ ﺩﺭ ﺍﺭﺗﻘﺎ ﻭ ﺑﻬﺒﻮﺩ ﺟﺎﻣﻌﻪ ﻣﺪﻧﻲ‪ ،‬ﺑﻬﺪﺍﺷـﺖ‪ ،‬ﺁﻣـﻮﺯﺵ ﻭ ﺩﻭﻟـﺖ ﺧـﻮﺏ‪،‬‬ ‫ﺳﻬﻴﻢ ﻭ ﺷﺮﻳﻚ ﺑﺎﺷﻴﻢ ﻭ ﺟﺎﻣﻌﻪ ﺭﺍ ﺍﺯ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺧﻮﺩ ﺁﮔﺎﻩ ﻛﻨﻴﻢ‪.‬‬ ‫ﭘﻨﺠﻤﻴﻦ ﻭ ﺁﺧﺮﻳﻦ ﻣﺴﺌﻮﻟﻴﺖ ﻣﺎ‪ ،‬ﻧﺴﺒﺖ ﺑﻪ ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﺷﺮﻛﺖ ﺍﺳﺖ‪ .‬ﺳﻮﺩ ﺷﺮﻛﺖ ﺑﺎﻳﺪ‬ ‫ﭼﺸﻢﮔﻴﺮ ﺑﺎﺷﺪ‪ .‬ﻣﺎ ﺑﺎﻳﺪ ﺍﻧﺪﻭﺧﺘﻪ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﻢ ﻭ ﺑﺎﻳﺪ ﻛﺎﺭ ﭘﮋﻭﻫﺶ ﺩﻧﺒﺎﻝ ﺷﻮﺩ‪ .‬ﺑﺮﻧﺎﻣﻪﻫـﺎﻱ‬ ‫ﺗﻜﺎﭘﻮﺟﻮﻳﺎﻧﻪ ﺗﻨﻈﻴﻢ ﺷﻮﺩ ﻭ ﺗﺎﻭﺍﻥ ﺧﻄﺎﻫﺎ ﭘﺮﺩﺍﺧﺘـﻪ ﺷـﻮﺩ‪ .‬ﺑﺎﻳـﺪ ﻓﻜـﺮ ﺯﻣـﺎﻥ ﻣﺒـﺎﺩﺍ ﺑﺎﺷـﻴﻢ‪،‬‬ ‫ﻣﺎﻟﻴﺎﺕﻫﺎ ﺭﺍ ﺑﭙﺮﺩﺍﺯﻳﻢ‪ ،‬ﺩﺳﺘﮕﺎﻩﻫﺎﻱ ﺟﺪﻳﺪ ﺭﺍ ﺗﻬﻴـﻪ ﻛﻨـﻴﻢ‪ ،‬ﻛﺎﺭﺧﺎﻧـﻪﻫـﺎﻱ ﺟﺪﻳـﺪ ﺑﺴـﺎﺯﻳﻢ‪،‬‬ ‫ﻓﺮﺁﻭﺭﺩﻩﺍﻱ ﺟﺪﻳﺪ ﺗﻮﻟﻴﺪ ﻛﻨﻴﻢ ﻭ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺟﺪﻳﺪ ﺑﺮﺍﻱ ﻓﺮﻭﺵ ﺗﺪﺍﺭﻙ ﺑﺒﻴﻨﻴﻢ‪ .‬ﺑﺎﻳﺪ ﺍﻓﻜـﺎﺭ‬ ‫ﻧﻮ ﺭﺍ ﺑﻪ ﻣﺤﻚ ﺗﺠﺮﺑﻪ ﺑﻴﺎﺯﻣﺎﻳﻴﻢ‪ .‬ﻭﻗﺘﻲ ﺍﻳﻦ ﻛﺎﺭﻫﺎ ﺍﻧﺠﺎﻡ ﺷﻮﺩ ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﻧﻴﺰ ﺍﺯ ﺣـﻖ ﻋﺎﺩﻟـﻪ‬ ‫ﺧﻮﺩ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺧﻮﺍﻫﻨﺪ ﺷﺪ‪ .‬ﻣﺎ ﻣﺘﻜﻲ ﺑﻪ ﺧﺪﺍﻭﻧﺪ ﺑﺰﺭﮒ ﻫﺴﺘﻴﻢ ﺗﺎ ﺑﻪ ﻳﺎﺭﻱ ﺍﻭ ﺍﻳﻦ ﻭﻇـﺎﻳﻒ ﻭ‬ ‫ﺗﻌﻬﺪﺍﺕ ﺭﺍ ﺑﻪ ﺑﻬﺘﺮﻳﻦ ﺻﻮﺭﺕ ﺍﻧﺠﺎﻡ ﺩﻫﻴﻢ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪٩ /‬‬

‫ﺷﺮﻛﺖ ﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺍﺯ ﻗﺒﻴﻞ ﻣﻮﺗﻮﺭﻭﻻ ﺑﺮﺳﺮ ﺩﻭﺭﺍﻫﻲ ﺁﺭﻣﺎﻧﮕﺮﺍﻳﻲ ﻳﺎ ﻋﻤﻠﮕﺮﺍﻳـﻲ ﻣـﺮﺩﺩ ﻧﻴﺴـﺘﻨﺪ‪ .‬ﺁﻧﻬـﺎ ﻛـﺎﺭ ﺭﺍ‬ ‫ﺗﻜﺎﭘﻮﻳﻲ ﺑﺮﺍﻱ ﻳﺎﻓﺘﻦ ﺭﺍﻩ ﺣﻞﻫﺎﻱ ﻭﺍﻗﻊﺑﻴﻨﺎﻧﻪ ﺍﻣﺎ ﺳﺎﺯﮔﺎﺭ ﺑﺎ ﻣﻌﺘﻘﺪﺍﺕ ﻭ ﺍﺻﻮﻝ ﻣﻲﺩﺍﻧﻨﺪ‪.‬‬ ‫ﺑﺎ ﺑﺮﺭﺳﻲ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺑﻪ ﺍﻳﻦ ﻧﺘﻴﺠﻪ ﻣﻲﺭﺳﻴﻢ ﻛﻪ ﮔﺮﭼﻪ ﭘﺎﺭﻩﺍﻱ ﺍﺯ ﻣﻀﻤﻮﻥﻫﺎ ﺑـﻪ ﻫـﻢ ﺷـﺒﻴﻪ ﻫﺴـﺘﻨﺪ‬ ‫)ﻣﺜﻞ ﺧﺪﻣﺖ ﺑﻪ ﺟﺎﻣﻌﻪ‪ ،‬ﻣﻴﻞ ﺑﻪ ﻛﻤﺎﻝ‪ ،‬ﺍﺣﺘﺮﺍﻡ ﺑﻪ ﺷﺨﺼﻴﺖ ﻛﺎﺭﻛﻨﺎﻥ‪ ،‬ﺧﺪﻣﺘﮕﺰﺍﺭﻱ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﭘﻴﺸﺮﻭ ﻭ ﻳـﺎ ﺧـﻼﻕ‬ ‫ﺑﻮﺩﻥ ﻭ ﻳﺎ ﺍﺣﺴﺎﺱ ﻣﺴﺌﻮﻟﻴﺖ ﻧﺴﺒﺖ ﺑﻪ ﺟﺎﻣﻌﻪ( ﺍﻣﺎ ﻭﺟﻪ ﺍﺷﺘﺮﺍﻛﻲ ﺑﻴﻦ ﺁﻧﻬﺎ ﻧﻴﺴﺖ‪.‬‬ ‫•‬

‫ﭘﺎﺭﻩﺍﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﻣﺜﻞ ﺟﺎﻧﺲ ﺍﻧﺪ ﺟﺎﻧﺲ ﻭ ﻭﺍﻝ ﻣﺎﺭﺕ ﻣﺸﺘﺮﻱ ﺭﺍ ﺩﺭ ﻛﺎﻧﻮﻥ ﻣﻌﺘﻘﺪﺍﺕ ﺧﻮﺩ ﻗـﺮﺍﺭ ﺩﺍﺩﻩﺍﻧـﺪ‪،‬‬ ‫ﺩﺭ ﺣﺎﻟﻲ ﻛﻪ ﺩﺭ ﺑﻌﻀﻲ ﺷﺮﻛﺖﻫﺎ ﻣﺜﻞ ﺳﻮﻧﻲ ﻭ ﻓﻮﺭﺩ ﭼﻨﻴﻦ ﻧﻴﺴﺖ‪.‬‬

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‫ﭘﺎﺭﻩﺍﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﻣﺜﻞ ﻫﻴﻮﻟﺖ ﭘﺎﻛﺎﺭﺩ ﻭ ﻣﺎﺭﻳﻮﺕ ﺑﻴﺶ ﺍﺯ ﻫﺮ ﭼﻴﺰ ﺩﻟﻮﺍﭘﺲ ﻭ ﻣﺮﺍﻗﺐ ﻛﺎﺭﻛﻨﺎﻥ ﺧﻮﺩ ﻫﺴـﺘﻨﺪ‬ ‫ﺩﺭ ﺣﺎﻟﻲ ﻛﻪ ﺩﺭ ﭘﺎﺭﻩﺍﻱ ﺩﻳﮕﺮ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﻣﺜﻞ ﻧﻮﺭﺩﺷﺘﺮﻭﻡ ﻭ ﺩﻳﺴﻨﻲ ﭼﻨﻴﻦ ﻧﻴﺴﺖ‪.‬‬

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‫ﭘﺎﺭﻩﺍﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﻣﺜﻞ ﻓﻮﺭﺩ ﻭ ﺩﻳﺴﻨﻲ‪ ،‬ﺑﻴﺶ ﺍﺯ ﻫﺮ ﭼﻴﺰ ﺑﻪ ﻛﺎﻻﻳﻲ ﻛﻪ ﺗﻮﻟﻴﺪ ﻳﺎ ﺧﺪﻣﺘﻲ ﻛﻪ ﻋﺮﺿﻪ ﻣـﻲﻛﻨﻨـﺪ‬ ‫ﺑﻬﺎ ﻣﻲﺩﻫﺪ‪ ،‬ﺍﻣﺎ ﺩﻳﮕﺮﺍﻥ ﻣﺜﻞ ﺁﻱ‪ .‬ﺑﻲ‪ .‬ﺍﻡ‪ .‬ﻭ ﺳﻴﺘﻲ ﻛﻮﺭﭖ ﭼﻨﻴﻦ ﻧﻴﺴﺘﻨﺪ‪.‬‬

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‫ﺩﺭ ﭘﺎﺭﻩﺍﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﻣﺜﻞ ﺳﻮﻧﻲ ﻭ ﺑﻮﺋﻴﻨﮓ‪ ،‬ﺟﺴﺎﺭﺕ ﻭ ﺧﻄﺮﭘﺬﻳﺮﻱ ﺩﺭ ﻛﺎﻧﻮﻥ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﺩﺍﺭﺩ‪ ،‬ﺩﺭ ﺣﺎﻟﻲ ﻛﻪ‬ ‫ﺩﺭ ﭘﺎﺭﻩﺍﻱ ﺩﻳﮕﺮ ﻣﺜﻞ ﻫﻴﻮﻟﺖ ـ ﭘﻜﺮﺩ ﻭ ﻧﻮﺭﺩﺷﺘﺮﻭﻡ ﭼﻨﻴﻦ ﻧﻴﺴﺖ‪.‬‬

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‫ﺩﺭ ﭘﺎﺭﻩﺍﻱ ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﻣﺜﻞ ﻣﻮﺗﻮﺭﻭﻻ ﻭ ﺗﺮﻱ ﺍﻡ‪ ،‬ﻧﻮﺁﻭﺭﻱ ﺑﻴﺶ ﺍﺯ ﻫﺮ ﻣﻘﻮﻟﻪ ﺩﻳﮕﺮ ﺍﻫﻤﻴﺖ ﺩﺍﺭﺩ‪ ،‬ﺍﻣﺎ ﺩﺭ ﭘﺎﺭﻩﺍﻱ‬ ‫ﺍﺯ ﺷﺮﻛﺖﻫﺎ ﻣﺜﻞ ﭘﺮﺍﻛﺘﺮ ﺍﻧﺪ ﮔﻤﺒﻞ ﻭ ﺍﻣﺮﻳﻜﻦ ﺍﻛﺴﭙﺮﺱ ﭼﻨﻴﻦ ﻧﻴﺴﺖ‪.‬‬

‫ﺧﻼﺻﻪ ﺍﻳﻨﻜﻪ ﻣﺎ ﻧﺘﻮﺍﻧﺴﺘﻴﻢ ﻳﻚ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺑﻪﺧﺼﻮﺹ ﺭﺍ ﭘﻴﺪﺍ ﻛﻨﻴﻢ ﻛﻪ ﻻﺯﻣﻪ ﺁﺭﻣﺎﻧﻲ ﺷﺪﻥ ﺑﺎﺷـﺪ‪ .‬ﭘـﮋﻭﻫﺶ ﻣـﺎ‬ ‫ﺛﺎﺑﺖ ﻣﻲﻛﻨﺪ ﻛﻪ ﺍﺻﺎﻟﺖ ﺟﻬﺎﻥﺑﻴﻨﻲ ﻭ ﻣﻴﺰﺍﻥ ﺗﻌﻬﺪ ﺷﺮﻛﺖ ﺑﻪ ﺁﻥ‪ ،‬ﺑﻴﺶ ﺍﺯ ﻣﺤﺘﻮﺍ ﻭ ﻣﺎﻫﻴﺖ ﺁﻥ ﺑﺮﺍﻱ ﺁﺭﻣﺎﻧﻲ ﺷـﺪﻥ‬ ‫ﺍﻫﻤﻴﺖ ﺩﺍﺭﺩ‪.‬‬ ‫ﺟﻬﺎﻥﺑﻴﻨﻲ= ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ‪ +‬ﻫﺪﻑ ﻏﺎﻳﻲ‬

‫ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ‪:‬‬ ‫ﻣﻌﺘﻘﺪﺍﺕ ﺭﻳﺸﻪﺍﻱ ﻭ ﻣﺎﻧﺪﮔﺎﺭ ﺳﺎﺯﻣﺎﻥ )ﻣﺠﻤﻮﻋﻪﺍﻱ ﻛﻮﭼﻚ ﺍﺯ ﺍﺻﻮﻝ ﻛﻠﻲ ﻭ ﺭﺍﻫﻨﻤﺎ( ﻛﻪ ﻧﺒﺎﻳﺪ ﺑـﺎ ﺭﻭﻳـﻪﻫـﺎﻱ ﺧـﺎﺹ‬ ‫ﻓﺮﻫﻨﮕﻲ ﻳﺎ ﻋﻤﻠﻴﺎﺗﻲ ﻣﺨﻠﻮﻁ ﺷﻮﺩ‪ .‬ﺍﻳﻦ ﻣﻌﺘﻘﺪﺍﺕ ﺭﺍ ﺑﻪ ﺍﻗﺘﻀﺎﻱ ﺷﺮﺍﻳﻂ ﻣﺎﻟﻲ ﻭ ﻳﺎ ﺑﻪ ﺧـﺎﻃﺮ ﺭﻋﺎﻳـﺖ ﻣﺼـﺎﻟﺢ ﻛﻮﺗـﺎﻩ‬ ‫ﻣﺪﺕ ﻧﻤﻲﺗﻮﺍﻥ ﻗﺮﺑﺎﻧﻲ ﻛﺮﺩ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪١٠ /‬‬

‫ﻫﺪﻑ ﻏﺎﻳﻲ‪:‬‬ ‫ﻓﻠﺴﻔﻪ ﺍﺻﻠﻲ ﻭﺟﻮﺩ ﺳﺎﺯﻣﺎﻥ ﻋﻼﻭﻩ ﺑﺮﻛﺴﺐ ﺳﻮﺩ )ﺳﺘﺎﺭﻩ ﺭﺍﻫﻨﻤﺎ ﺩﺭ ﺍﻓﻖ ﺳﺎﺯﻣﺎﻥ( ﻛﻪ ﻧﺒﺎﻳﺪ ﺁﻥ ﺭﺍ ﺑـﺎ ﻫـﺪﻑﻫـﺎﻱ‬ ‫ﺧﺎﺹ ﻳﺎ ﺭﺍﻫﺒﺮﺩﻫﺎﻱ ﻛﺴﺐﻭﻛﺎﺭ ﻣﺨﻠﻮﻁ ﻛﺮﺩ‪.‬‬ ‫ﺩﺭ ﺷﺮﻛﺖ ﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ‪ ،‬ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ ﻫﺮﮔﺰ ﺑﺮﺧﺎﺳﺘﻪ ﺍﺯ ﺗﻮﺟﻴﻪ ﺧﺎﺭﺟﻲ ﻳﺎ ﻋﻘﻼﻳﻲ ﻧﺒـﻮﺩﻩ ﺍﺳـﺖ‪ .‬ﺍﻳـﻦ ﺍﺻـﻮﻝ‬ ‫ﻫﻴﭽﮕﺎﻩ ﺗﺎﺑﻊ ﻫﻮﻱ ﻭ ﻫﻮﺱ ﻭ ﻣﺪ ﺭﻭﺯ ﻧﺒﻮﺩ ﻭ ﻫﻴﭽﮕﺎﻩ ﺑﺮﺍﺛﺮ ﺗﺤﻮﻻﺕ ﻣﺤﻴﻄﻲ ﻣﻨﺴﻮﺥ ﻭ ﻣﻬﺠﻮﺭ ﻧﻤﻲﺷﻮﻧﺪ‪.‬‬

‫ﻓﺼﻞ ﭼﻬﺎﺭﻡ‬ ‫ﺣﻔﻆ ﺟﻬﺎﻥﺑﻴﻨﻲ‪ /‬ﻣﺪﺍﻭﻣﺖ ﺩﺭ ﭘﻴﺸﺮﻓﺖ‬ ‫"ﭘﺎﻝ ﮔﺎﻟﻮﻳﻦ ﺍﺻﺮﺍﺭ ﺩﺍﺷﺘﻪ ﺍﺳﺖ ﻛﻪ ﻣﺎ ﻫﻢﭼﻨﺎﻥ ﺑﻪ ﺟﻠﻮ ﺑﺮﻭﻳﻢ‪ ،‬ﺑﻪ ﺧﺎﻃﺮ ﺗﺤﺮﻙ ﺗﺤﺮﻙ ﺩﺍﺷﺘﻪ ﺑﺎﺷـﻴﻢ‪...‬‬ ‫ﺍﻭ ﺩﺭ ﻧﻮﺳﺎﺯﻱ ﻣﺪﺍﻭﻡ ﻣﺼﺮ ﺑﻮﺩ‪ ...‬ﻭ ﻣﻌﺘﻘﺪ ﺑﻮﺩ ﻛﻪ ﺗﻐﻴﻴﺮ ﺑﻪ ﺧﻮﺩﻱ ﺧـﻮﺩ ﻻﺯﻡ ﺍﺳـﺖ ﺍﻣـﺎ ﺑـﺮﺩ “ ﺗﻐﻴﻴـﺮ‬ ‫ﺻﺮﻑ” ﻣﺤﺪﻭﺩ ﺍﺳﺖ‪ .‬ﺁﺭﻱ‪ ،‬ﻧﻮ ﺷﺪﻥ ﻧﻮﻋﻲ ﺗﻐﻴﻴﺮ ﺍﺳﺖ‪ .‬ﺗﻐﻴﻴﺮ ﻣﺴﺘﻠﺰﻡ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻛﺎﺭﻫﺎ ﺭﺍ ﺑﻪ ﻧـﻮﻋﻲ‬ ‫ﺩﻳﮕﺮ ﺍﻧﺠﺎﻡ ﺩﻫﻴﻢ‪ .‬ﺗﻐﻴﻴﺮ ﻳﻌﻨﻲ ﺍﺷﺘﻴﺎﻕ ﺑﻪ ﺟﺎﻳﮕﺰﻳﻦ ﻛﺮﺩﻥ ﻭ ﺍﺯ ﻧﻮ ﺍﻧﺠﺎﻡ ﺩﺍﺩﻥ ﻛﺎﺭﻫﺎ‪ ،‬ﺍﻣﺎ ﺗﻐﻴﻴـﺮ ﺑـﺎ ﺍﺻـﻮﻝ‬ ‫ﻣﺴﻠﻢ ﻛﺎﺭﻱ ﻧﺪﺍﺭﺩ ﻭ ﺁﻧﻬﺎ ﺭﺍ ﮔﺮﺍﻣﻲ ﻣﻲﺩﺍﺭﺩ‪.‬‬

‫ﺭﺍﺑﺮﺕ ﮔﺎﻟﻮﻳﻦ‬ ‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﺳﺎﺑﻖ ﻣﻮﺗﻮﺭ ﻭﻻ‪١٩٩١ ،‬‬ ‫ﭘﺎﻓﺸﺎﺭﻱ ﺩﺭ ﺍﺻﻮﻝ ﺑﻪ ﻣﺎ ﺟﻬﺖ ﻣﻲﺩﻫﺪ‪ .‬ﭘﺎﺭﻩﺍﻱ ﺍﺯ ﺍﺻﻮﻝ ﺍﺯ ﺯﻣﺎﻥ ﺑﻨﻴﺎﻥﮔﺬﺍﺭﻱ ﭘﺮﺍﻛﺘﺮ ﺍﻧﺪ ﮔﻤﺒﻞ ﺩﺭ ﺳﺎﻝ‬ ‫‪ ١٨٣٧‬ﺗﺎ ﻛﻨﻮﻥ‪ ،‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻭﻳﮋﮔﻲ ﻭ ﺻﻨﻌﺖ ﺍﻳﻦ ﺷﺮﻛﺖ ﺗﻠﻘﻲ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺑﺎ ﺍﻳﻨﻜﻪ ﭘﺮﺍﻛﺘﺮ ﺍﻧﺪ ﮔﻤﺒﻞ ﺧﻮﺍﻫﺎﻥ‬ ‫ﭘﻴﺸﺮﻓﺖ ﻭ ﺭﺷﺪ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﻛﺎﺭﻛﻨﺎﻥ ﺁﻥ ﺑﺎﻳﺪ ﺑﺪﺍﻧﻨﺪ ﻛﻪ ﺷﺮﻛﺖ ﻓﻘﻂ ﺑﻪ ﻧﺘﻴﺠﻪ ﻭ ﻫﺪﻑ ﻓﻜﺮ ﻧﻤﻲﻛﻨـﺪ‪،‬‬ ‫ﺑﻠﻜﻪ ﺷﻴﻮﻩ ﺭﺳﻴﺪﻥ ﺑﻪ ﻫﺪﻑ ﻧﻴﺰ ﺍﻫﻤﻴﺖ ﺩﺍﺭﺩ‪.‬‬

‫ﺍﺩﻭﺍﺭﺩ ﻫﺮﻧﺲ‬ ‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﺳﺎﺑﻖ ﭘﺮﺍﻛﺘﺮ ﺍﻧﺪ ﮔﻤﺒﻞ ‪١٩٧١‬‬ ‫ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺿﻤﻦ ﺩﻗﺖ ﺩﺭ ﺣﻔﻆ ﺟﻬﺎﻥﺑﻴﻨﻲ ﻭ ﭘﺎﻳﺒﻨﺪﻱ ﺑﻪ ﺁﻧﻬﺎ ﺑﺎﻳﺪ ﻧﻤﻮﺩﻫﺎ ﻭ ﺗﺠﻠﻴـﺎﺕ ﺍﻳـﻦ ﺍﺻـﻮﻝ ﺭﺍ ﺩﺭ‬ ‫ﻣﻌﺮﺽ ﺩﮔﺮﮔﻮﻧﻲ ﻭ ﺗﻜﺎﻣﻞ ﻓﺮﺍﺭ ﺩﻫﻨﺪ‪ .‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﺎﻝ‪:‬‬ ‫•‬

‫ﺗﻮﺟﻪ ﻭ ﺍﺣﺘﺮﺍﻡ ﺑﻪ ﻓﺮﺩ ﻓﺮﺩ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﺷﺮﻛﺖ ﻫﻴﻮﻟﺖ ـ ﭘﻜﺮﺩ‪ ،‬ﺑﺨﺸﻲ ﻻﻳﻨﻔﻚ ﻭ ﭘﺎﻳﺪﺍﺭ ﺍﺯ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺁﻥ ﺗﻠﻘﻲ‬ ‫ﻣﻲﺷﻮﺩ‪ ،‬ﺍﻣﺎ ﭘﺬﻳﺮﺍﻳﻲ ﻧﻴﻤﺮﻭﺯﻱ ﺍﺯ ﺁﻧﻬﺎ‪ ،‬ﺳﻨﺘﻲ ﺍﺳﺖ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺗﻐﻴﻴﺮ ﻛﻨﺪ‪.‬‬

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‫ﺷﻌﺎﺭ “ﭘﻴﺸﻲ ﮔﺮﻓﺘﻦ ﺍﺯ ﺗﻮﻗﻊ ﻣﺸﺘﺮﻱ” ﺑﺨﺸﻲ ﭘﺎﻳﺪﺍﺭ ﻭ ﺗﻐﻴﻴﺮ ﻧﺎﭘﺬﻳﺮ ﺍﺯ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺷﺮﻛﺖ ﻭﺍﻝـ ﻣﺎﺭﺕ ﻣﺤﺴﻮﺏ‬ ‫ﻣﻲﺷﻮﺩ‪ ،‬ﺍﻣﺎ ﻛﻨﺎﺭ ﺩﺭ ﺍﻳﺴﺘﺎﺩﻥ ﻭ ﺍﺯ ﻣﺸﺘﺮﻱ ﺍﺳﺘﻘﺒﺎﻝ ﻛﺮﺩﻥ‪ ،‬ﺳﻨﺘﻲ ﺍﺳﺖ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺗﻐﻴﻴﺮ ﻛﻨﺪ‪.‬‬

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‫ﺁﺭﻣﺎﻥ “ﭘﻴﺸﺘﺎﺯ ﺑﻮﺩﻥ ﺩﺭ ﺻﻨﻌﺖ ﻫﻮﺍﻧﻮﺭﺩﻱ” ﺑﺨﺸﻲ ﻻﻳﻨﻔﻚ ﺍﺯ ﺟﻬﺎﻥ ﺑﻴﻨﻲ ﺑﻮﺋﻴﻨـﮓ ﻣﺤﺴـﻮﺏ ﻣـﻲﺷـﻮﺩ‪ ،‬ﺍﻣـﺎ‬ ‫ﺩﻟﺒﺴﺘﮕﻲ ﺑﻪ ﺗﻮﻟﻴﺪ ﺟﻤﺒﻮﺟﺖ‪،‬ﺑﺨﺸﻲ ﺍﺳﺖ ﺍﺯ ﻳﻚ ﺭﺍﻫﺒﺮﺩ ﻏﻴﺮ ﺍﺳﺎﺳﻲ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺗﻐﻴﻴﺮ ﻛﻨﺪ‪.‬‬

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‫“ﺣﺮﻣﺖ ﮔﺬﺍﺷﺘﻦ ﺑﻪ ﻗﻮﻩ ﺍﺑﺘﻜﺎﺭ ﻓﺮﺩ” ﺑﺨﺸﻲ ﭘﺎﻳﺪﺍﺭ ﻭ ﺗﻐﻴﻴﺮ ﻧﺎﭘﺬﻳﺮ ﺍﺯ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺗﺮﻱ ﺍﻡ ﻣﺤﺴﻮﺏ ﻣﻲﺷﻮﺩ‪ ،‬ﺍﻣﺎ‬ ‫ﻋﺮﻑ ‪ ١٥‬ﺩﺭﺻﺪ ﻋﺮﻑ ﻭ ﺳﻨﺘﻲ ﺍﺳﺖ ﻧﺎﭘﺎﻳﺪﺍﺭ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺗﻐﻴﻴﺮ ﻛﻨﺪ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪١١ /‬‬

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‫“ ﺍﺭﺍﺋﻪ ﺑﻬﺘﺮﻳﻦ ﺧﺪﻣﺎﺕ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ” ﺟﺰﻳﻲ ﺛﺎﺑﺖ ﻭ ﭘﺎﻳﺪﺍﺭ ﺍﺯ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺷﺮﻛﺖ ﻧﻮﺭﺩﺍﺷﺘﺮﻭﻡ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺗﻮﺟـﻪ‬ ‫ﺧﺎﺹ ﺑﻪ ﻧﻮﺍﺣﻲ ﺟﻐﺮﺍﻓﻴﺎﻳﻲ ﻭ ﻳﺎ ﻧﻮﺍﺧﺘﻦ ﭘﻴﺎﻧﻮ ﺩﺭ ﺳﺮﺳﺮﺍﻱ ﺷﺮﻛﺖ‪ ،‬ﻭ ﻣﺪﻳﺮﻳﺖ ﻣﺎﺯﺍﺩ ﻣﻮﺟﻮﺩﻱ ﺍﻧﺒﺎﺭ ﺭﻭﻳﻪﻫﺎﻳﻲ‬ ‫ﺍﺳﺖ ﻛﻪ ﻗﺎﺑﻞ ﺗﻐﻴﻴﺮﻧﺪ‪.‬‬ ‫ﻛﺎﺭﻛﻨﺎﻥ ﻓﻨﻲ ﺍﻳﻦ ﺷﺮﻛﺖ ﻣﻲﺗﻮﺍﻧﻨﺪ ‪ ١٥‬ﺩﺭﺻﺪ ﺍﺯ ﻭﻗﺖ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﭘﺮﻭﮊﻩﻫﺎﻳﻲ ﻛﻪ ﺩﻭﺳﺖ ﺩﺍﺭﻧﺪ ﺑﮕﺬﺭﺍﻧﻨﺪ‪.‬‬

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‫ﺍﻳﻦ ﺣﺮﻑ ﺷﺮﻛﺖ ﻣﺮﻙ ﻛﻪ “ﻛﺴﺐ ﻭ ﻛﺎﺭ ﻣﺎ ﺣﻔﻆ ﻭ ﺑﻬﺒﻮﺩ ﺣﻴﺎﺕ ﺑﺸﺮ ﺍﺳﺖ” ﺑﺨﺸﻲ ﺩﺍﺋﻤﻲ ﻭ ﺗﻐﻴﻴﺮ ﻧﺎﭘـﺬﻳﺮ ﺍﺯ‬ ‫ﺟﻬﺎﻥﺑﻴﻨﻲ ﺁﻥ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﺩﻟﺒﺴﺘﮕﻲ ﺑﻪ ﭘﮋﻭﻫﺶ ﺩﺭﺑﺎﺭﻩ ﺑﻴﻤﺎﺭﻱ ﺧﺎﺹ‪ ،‬ﺭﻭﻳﻪﺍﻱ ﺍﺳﺖ ﺗﻐﻴﻴﺮﭘﺬﻳﺮ‪.‬‬ ‫ﺍﮔﺮ ﺷﺮﻛﺖ ﻗﺮﺍﺭ ﺍﺳﺖ ﺑﻪ ﺩﺭﺟﻪ ﺁﺭﻣﺎﻧﻲ ﺑﺮﺳﺪ‪ ،‬ﻳﮕﺎﻧﻪ ﭼﻴﺰﻱ ﺭﺍ ﻛﻪ ﻧﺒﺎﻳﺪ ﺗﻐﻴﻴﺮ ﺩﻫﺪ‪ ،‬ﺟﻬﺎﻥﺑﻴﻨﻲ ﺁﻥ ﺍﺳﺖ‪.‬‬

‫ﺣﻔﻆ ﺟﻬﺎﻥﺑﻴﻨﻲ ﻭ ﺷﻮﻕ ﺑﻪ ﭘﻴﺸﺮﻓﺖ‬ ‫ﺑﻪ ﺗﻌﺎﻣﻞ ﭘﻮﻳﺎﻱ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺳﺎﺯﻣﺎﻥ ﻭ ﺍﻧﮕﻴﺰﻩﻫﺎﻱ ﺁﻥ ﺑﺮﺍﻱ ﭘﻴﺸﺮﻓﺖ ﺗﻮﺟﻪ ﻛﻨﻴﺪ‪:‬‬

‫ﺟﻬﺎﻥﺑﻴﻨﻲ‬ ‫ـ ﻋﺎﻣﻞ ﺩﻭﺍﻡ ﻭ ﺛﺒﺎﺕ ﺍﺳﺖ‪.‬‬

‫ﺷﻮﻕ ﺑﻪ ﭘﻴﺸﺮﻓﺖ‬ ‫‪ +‬ﻋﺎﻣﻞ ﺗﻐﻴﻴﺮ ﻣﺪﺍﻭﻡ ﺍﺳﺖ )ﺟﻬﺖ ﮔﻴﺮﻱﻫـﺎﻱ ﻧـﻮ‪،‬‬ ‫ﺷﻴﻮﻩﻫﺎﻱ ﻧﻮ‪ ،‬ﺭﺍﻫﺒﺮﺩﻫﺎﻱ ﻧﻮ ﻭ ﺍﻣﺜﺎﻝ ﺁﻥ‬

‫ـ ﺳﺘﻮﻥِ ﺧﻴﻤﻪ ﺍﺳﺖ‬

‫‪ +‬ﻋﺎﻣﻞ ﻛﺸﺶ ﺩﺍﺋﻢ ﺑﻪ ﺳﻮﻱ ﺗﺤـﺮﻙ ﺍﺳـﺖ )ﺑـﻪ‬ ‫ﺳﻮﻱ ﻫﺪﻑﻫﺎ‪ ،‬ﺑﻬﺴﺎﺯﻱ ﻭ ﺍﻣﺜﺎﻝ ﺁﻥ(‬

‫ـ ﭼﺸﻢ ﺍﻧﺪﺍﺯ ﻭ ﺟﻬﺖ ﮔﻴﺮﻱﻫﺎ ﺭﺍ ﻣﺤﺪﻭﺩ ﻣﻲﻛﻨﺪ‪.‬‬

‫‪ +‬ﺷﻌﺎﺭ ﻭ ﺍﻧﻮﺍﻉ ﭼﺸﻢﺍﻧﺪﺍﺯﻫﺎﻱ ﺷﺮﻛﺖ ﺭﺍ ﮔﺴﺘﺮﺵ‬ ‫ﻣﻲﺩﻫﺪ‬

‫ـ ﻣﺤﺘﻮﺍﻱ ﺁﻥ ﺭﻭﺷﻦ ﺍﺳﺖ )ﻣﺮﺍﻡ ﻣﺎ ﺍﻳـﻦ ﺍﺳـﺖ ﻭ ‪ +‬ﻣﻲﺗﻮﺍﻧﺪ ﺑﻲ ﻣﺤﺘﻮﺍ ﺑﺎﺷﺪ )ﻫﺮ ﻧﻮﻉ ﭘﻴﺸـﺮﻓﺖ ﻣـﺎﺩﺍﻡ‬ ‫ﺍﻳﻦ ﻣﺮﺍﻡ ﺭﺍ ﻧﻘﺾ ﻧﻤﻲﻛﻨﻴﻢ(‬

‫ﻛﻪ ﺑﺎ ﻣﺮﺍﻡ ﻣﺎ ﻫﻤﺴﺎﺯ ﺑﺎﺷﺪ ﻣﻘﺒﻮﻝ ﺍﺳﺖ‪.‬‬

‫ـ ﮔﺰﻳﻨﺶ ﺟﻬﺎﻥ ﺑﻴﻨﻲ ﺑـﻪ ﻟﺤـﺎﻅ ﻣـﺎﻫﻮﻱ ﺍﻗـﺪﺍﻣﻲ ‪ +‬ﺗﻌﺮﻳﻒ ﺍﻧﮕﻴﺰﻩ ﭘﻴﺸﺮﻓﺖ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﺩﮔﺮﮔﻮﻧﻲﻫـﺎﻱ‬ ‫ﻣﺤﺎﻓﻈﻪﻛﺎﺭﺍﻧﻪ ﺍﺳﺖ‪.‬‬

‫ﺭﻳﺸﻪﺍﻱ‪ ،‬ﺣﺎﺩ ﻭ ﺍﻧﻘﻼﺑﻲ ﻣﻨﺠﺮ ﮔﺮﺩﺩ‪.‬‬

‫ﺗﻌﺎﻣﻞ ﺑﻴﻦ ﺟﻬﺎﻥﺑﻴﻨﻲ ﻭ ﭘﻴﺸﺮﻓﺖ ﻳﻜﻲ ﺍﺯ ﻣﻬﻢﺗﺮﻳﻦ ﻳﺎﻓﺘﻪﻫﺎﻱ ﻣﺎ ﺩﺭ ﺍﻳﻦ ﻛﺎﺭ ﺍﺳﺖ‪ .‬ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣـﺎﻧﻲ ﺩﺭ ﺳـﺎﻳﻪ‬ ‫ﻣﻨﻄﻖ “ﻫﻢ ﺍﻳﻦ ﻭ ﻫﻢ ﺁﻥ” ﺑﻪ ﺩﻧﺒﺎﻝ ﺑﺮﻗﺮﺍﺭﻱ ﻣﻮﺍﺯﻧﻪ ﺑﻴﻦ ﺟﻬﺎﻥﺑﻴﻨﻲ ﻭ ﻧﻴﺮﻭﻱ ﻣﺤﺮﻛﻪ ﭘﻴﺸﺮﻓﺖ ﻧﻴﺴﺘﻨﺪ ﺑﻠﻜﻪ ﺳـﻌﻲ‬ ‫ﻣﻲﻛﻨﻨﺪ ﺿﻤﻦ ﺣﻔﻆ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺧﻮﺩ‪ ،‬ﻫﻤﻮﺍﺭﻩ ﺑﺎ ﻗﺪﺭﺕ ﺗﻤﺎﻡ ﺑﻪ ﭘﻴﺶ ﺑﺮﻭﻧﺪ‪ .‬ﺩﺭ ﺷـﺮﻛﺖﻫـﺎﻱ ﺁﺭﻣـﺎﻧﻲ ﻧﻴـﺰ ﻣﺜـﻞ‬ ‫ﺟﻬﺎﻥﺑﻴﻨﻲ ﺩﻭﮔﺎﻧﻪﮔﺮﺍﻱ ﭼﻴﻨﻲ )ﻳﻦ‪ /‬ﻳﺎﻧﮓ( ﺟﻬﺎﻥﺑﻴﻨﻲ ﻭ ﻧﻴﺮﻭﻱ ﻣﺤﺮﻛﻪ ﭘﻴﺸﺮﻓﺖ ﻳﻜﺪﻳﮕﺮ ﺭﺍ ﺗﻜﻤﻴﻞ ﻭ ﺗﺤﻜﻴﻢ ﻣﻲﻛﻨﻨﺪ‬ ‫ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ ﻛﻪ ‪:‬‬ ‫•‬

‫ﺟﻬﺎﻥﺑﻴﻨﻲ ﺑﺎ ﻓﺮﺍﻫﻢ ﺁﻭﺭﺩﻥ ﺯﻣﻴﻨﻪ ﺍﺳﺘﻤﺮﺍﺭ ﻛﺎﻣﻞ‪ ،‬ﺗﺠﺮﺑﻪ ﻭ ﺗﻐﻴﻴﺮ‪ ،‬ﺩﺭ ﻭﺍﻗﻊ ﺍﻣﻜﺎﻥ ﭘﻴﺸﺮﻓﺖ ﺭﺍ ﻓﺮﺍﻫﻢ ﻣـﻲﻛﻨـﺪ‪.‬‬ ‫ﺷﺮﻛﺖﻫﺎﻳﻲ ﻛﻪ ﺟﻬﺎﻥﺑﻴﻨﻲ ﻣﺸﺨﺺ ﻭ ﺛﺎﺑﺖ ﺩﺍﺭﻧﺪ‪ ،‬ﺑﻪﺁﺳﺎﻧﻲ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺩﻧﺒﺎﻝ ﺍﻳﺠﺎﺩ ﺩﮔﺮﮔﻮﻧﻲ ﻭ ﺣﺮﻛـﺖ‪ ،‬ﺩﺭ‬ ‫ﻫﺮ ﺁﻧﺠﻪ ﺟﺰﻭ ﺟﻬﺎﻥﺑﻴﻨﻲ ﻧﻴﺴﺖ‪ ،‬ﺑﺎﺷﻨﺪ‪.‬‬

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‫ﻣﻴﻞ ﻭ ﻧﻴﺮﻭﻱ ﺩﺍﻧﺶ ﭘﻴﺸﺮﻓﺖ‪ ،‬ﺍﻣﻜﺎﻥ ﺣﻔﻆ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺭﺍ ﻓﺮﺍﻫﻢ ﻣﻲﺳـﺎﺯﺩ‪ .‬ﺯﻳـﺮﺍ ﺑـﺪﻭﻥ ﺩﮔﺮﮔـﻮﻧﻲ ﻣـﺪﺍﻭﻡ ﻭ‬ ‫ﺑﺪﻭﻥ ﺣﺮﻛﺖ ﺑﻪ ﭘﻴﺶ ﺷﺮﻛﺖﻫﺎ )ﻛﻪ ﺣﺎﻣﻞ ﺟﻬﺎﻥﺑﻴﻨﻲ ﻫﺴﺘﻨﺪ( ﺍﺯ ﻗﺎﻓﻠﻪ ﺣﺮﻛﺖ ﺟﻬﺎﻧﻲ‪ ،‬ﻛﻪ ﻫﻤـﻮﺍﺭﻩ ﺩﺭ ﺣـﺎﻝ‬ ‫ﺩﮔﺮﮔﻮﻧﻲ ﺍﺳﺖ‪ ،‬ﺑﺎﺯ ﻣﻲﻣﺎﻧﻨﺪ ﻭ ﭼﻪ ﺑﺴﺎ ﺑﻪ ﻛﻠﻲ ﺍﺯ ﺑﻴﻦ ﻣﻲﺭﻭﻧﺪ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪١٢ /‬‬

‫ﻧﻴﺎﺕ ﻫﻤﻪ ﺧﻮﺏ ﻭ ﻣﻘﺒﻮﻝﺍﻧﺪ ﺍﻣﺎ ﺗﺮﺟﻤﻪ ﻭ ﺗﺒـﺪﻳﻞ ﺍﻳـﻦ ﻧﻴـﺎﺕ ﺑـﻪ ﻭﺍﻗﻌﻴـﺖ ﻣﻠﻤـﻮﺱ ﺧـﺎﺭﺟﻲ‪ ،‬ﺳـﺒﺐ ﺗﻤـﺎﻳﺰ‬ ‫ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺍﺯ ﻧﻮﭼﻪﻫﺎ ﻭ ﻣﻘﻠﺪﺍﻥ ﻣﻲﮔﺮﺩﺩ‪.‬‬

‫ﻓﺼﻞ ‪٥‬‬ ‫ﻫﺪﻑﻫﺎﻱ ﺑﻠﻨﺪﭘﺮﻭﺍﺯﻧﻪ‬ ‫ﺧﻄﺮ ﻛﺮﺩﻥ ﻭ ﺑﻪ ﻛﺎﺭﻫﺎﻱ ﺑﺰﺭﮒ ﺩﺳﺖ ﺯﺩﻥ‪ ،‬ﻛﺴﺐ ﭘﻴﺮﻭﺯﻱﻫﺎﻱ ﺷﻜﻮﻫﻤﻨﺪ ﻭ ﺣﺘﻲ ﭼﺸﻴﺪﻥ ﻃﻌﻢ ﺗﻠـﺦ‬ ‫ﺷﻜﺴﺖ‪ ،‬ﺍﺯ ﻫﻢ ﻗﻄﺎﺭ ﺷﺪﻥ ﺑﺎ ﺁﺩﻡﻫﺎﻱ ﻣﻴﺎﻥﻣﺎﻳﻪ ﻛﻪ ﻧﻪ ﻃﻌﻢ ﭘﻴﺮﻭﺯﻱ ﺭﺍ ﻣﻲﭼﺸﻨﺪ ﻭ ﻧﻪ ﺗﻠﺨﻲ ﺷﻜﺴـﺖ‬ ‫ﺭﺍ ﺑﻬﺘﺮ ﺍﺳﺖ‪ ،‬ﺯﻳﺮ ﺍﻳﻦ ﺁﺩﻡﻫﺎ ﺑﻪ ﻗﺪﺭﻱ ﺩﺳﺖ ﺑﻪ ﻋﺼﺎ ﺭﺍﻩ ﻣﻲﺭﻭﻧﺪ ﻛﻪ ﻧﻪ ﺷﻜﺴﺖ ﺭﺍ ﻣﻲﺷﻨﺎﺳﻨﺪ ﻭ ﻧـﻪ‬ ‫ﭘﻴﺮﻭﺯﻱ ﺭﺍ‪”.‬‬

‫ﺗﺌﻮﺩﻭﺭ ﺭﻭﺯﻭﻟﺖ‬ ‫“ﺑﺮﺍﻱ ﺗﺤﻘﻖ ﻫﺪﻑﻫﺎﻱ ﺧﻮﺩ ﺑﻪ ﺷﺪﺕ ﻣﻲﻛﻮﺷﻴﺪﻳﻢ‪ .‬ﺁﺯ ﺁﻧﺠـﺎ ﻛـﻪ ﺗـﺮﺱ ﺩﺭ ﻭﺟﻮﺩﻣـﺎﻥ ﻧﺒـﻮﺩ ﻛـﺎﺭﻱ‬ ‫ﻛﺮﺩﻳﻢ ﻛﺎﺭﺳﺘﺎﻥ‪”.‬‬

‫ﻣﺴﺎﺭﻭﺍﻳﺒﻮﻛﺎﺭ‬ ‫ﺑﻨﻴﺎﻧﮕﺬﺍﺭ ﺷﺮﻛﺖ ﺳﻮﻧﻲ ‪١٩٩١‬‬ ‫“ ﺍﺯ ﻣﻴﺎﻥ ﻫﻤﻪ ﻛﺎﺭﻫﺎﻳﻲ ﻛﻪ ﻛﺮﺩﻩﺍﻡ‪ ،‬ﻣﻬﻤﺘﺮﻳﻦ ﻛﺎﺭ ﻫﻢﺁﻫﻨﮓ ﺳﺎﺧﺘﻦ ﺗﻼﺵ ﻛﺴﺎﻧﻲ ﺑﻮﺩﻩ ﺍﺳﺖ ﻛﻪ ﺑﺮﺍﻱ‬ ‫ﻣﺎ ﻛﺎﺭ ﻣﻲﻛﺮﺩﻩﺍﻧﺪ‪ .‬ﻣﻦ ﺗﻼﺵ ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﺳﻮﻱ ﻳﻚ ﻫﺪﻑ ﻭﺍﺣﺪ ﺑﺴﻴﺞ ﻛﺮﺩﻩﺍﻡ‪”.‬‬

‫ﻭﺍﻟﺘﺮ ﺍﻟﻴﺎﺱ ﺩﻳﺴﻨﻲ‬ ‫ﺑﻨﻴﺎﻧﮕﺬﺍﺭ ﺷﺮﻛﺖ ﻭﺍﻟﺖ ﺩﻳﺴﻨﻲ ‪١٩٥٤‬‬ ‫ﻫﺪﻑ ﺑﻠﻨﺪ ﭘﺮﻭﺍﺯﻧﻪ‪ ،‬ﻫﻤﻪ ﺍﻓﺮﺍﺩ ﺭﺍ ﺩﺭ ﺑﺮﻣﻲﮔﻴﺮﺩ ﻭ ﺑﻪ ﻛﺎﺭ ﻭﺍﻣﻲﺩﺍﺭﺩ‪ .‬ﺑﻪ ﻋﻼﻭﻩ ﻗﺎﺑﻞ ﻟﻤﺲ‪ ،‬ﻧﻴﺮﻭﺑﺨﺶ‪ ،‬ﻭ ﻛـﺎﻣﻼﹰ‬ ‫ﻣﺘﻤﺮﻛﺰ ﺑﺮ ﻳﻚ ﻣﻮﺿﻮﻉ ﺧﺎﺹ ﺍﺳﺖ‪ .‬ﻫﺪﻑ ﺑﻠﻨﺪﭘﺮﻭﺍﺯﺍﻧﻪ‪ ،‬ﻫﺪﻓﻲ ﺍﺳﺖ ﻛﻪ ﺑﺎ ﻛﻢﺗﺮﻳﻦ ﺗﻮﺿﻴﺢ ﺑﻪﺁﺳـﺎﻧﻲ ﺍﺯ ﻃـﺮﻑ‬ ‫ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭﻙ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﺍﻧﺘﺨﺎﺏ ﻫﺪﻑﻫﺎﻱ ﺑﻠﻨﺪﭘﺮﻭﺍﺯﺍﻧﻪ ﺟﺴﺎﺭﺕ ﻣﻲﺧﻮﺍﻫﺪ ﺯﻳﺮﺍ ﺷﺮﻛﺖ ﺭﺍ ﺩﺭ ﻭﺿﻌﻴﺘﻲ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ ﻛـﻪ ﺑـﺎ ﻋﻘـﻞ ﻭ‬ ‫ﺩﻭﺭﺍﻧﺪﻳﺸﻲ ﻣﻨﺎﻓﺎﺕ ﺩﺍﺭﺩ‪ .‬ﺍﻣﺎ ﻧﻴﺮﻭﻳﻲ ﻛﻪ ﺳﺒﺐ ﭘﻴﺸﺮﻓﺖ ﻣﻲﺷﻮﺩ‪ ،‬ﻧﻬﻴﺐ ﻣﻲﺯﻧﺪ ﻛﻪ ﻣﺎ ﻗﺎﺩﺭ ﺑﻪ ﺭﺳﻴﺪﻥ ﺑـﻪ ﺍﻳـﻦ‬ ‫ﻫﺪﻑﻫﺎ ﻫﺴﺘﻴﻢ‪ .‬ﺍﻳﻦ ﻫﺪﻑﻫﺎ ﻫﺪﻑ ﻋﺎﺩﻱ ﻧﻴﺴﺘﻨﺪ‪ ،‬ﺑﻠﻨﺪﭘﺮﻭﺍﺯﺍﻧﻪ ﻭ ﺟﺴﻮﺭﺍﻧﻪﺍﻧﺪ‪.‬‬ ‫ﻫﺪﻑ ﻫﺎﻱ ﺑﻠﻨﺪﭘﺮﻭﺯﺍﻧﻪ ﺩﺭ ﻧﻈﺮ ﺑﻴﺮﻭﻧﻲ ﻫﺎ ﺟﺴﻮﺭﺍﻧﻪﺗﺮ ﺟﻠﻮﻩ ﻣﻲﻛﻨﺪ ﺗﺎ ﺩﺭ ﻧﻈﺮ ﺩﺭﻭﻧﻲﻫﺎ‪ .‬ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ‬ ‫ﺍﻳﻦ ﺑﻠﻨﺪﭘﺮﻭﺍﺯﻱﻫﺎ ﺭﺍ ﺩﺭ ﺣﺪ ﺗﺸﺒﻴﻪ ﺑﻪ ﺧﺪﺍﻳﺎﻥ ﻧﻤﻲﺩﺍﻧﻨﺪ‪ .‬ﺍﺯ ﻧﻈﺮ ﺁﻧﻬﺎ ﻣﺴﺌﻠﻪ ﺑﺴﻴﺎﺭ ﺳﺎﺩﻩ ﺍﺳﺖ‪ .‬ﺁﻧﻬﺎ ﻣﻌﺘﻘﺪﻧـﺪ ﺍﺯ‬ ‫ﭘﺲ ﻫﺮ ﻛﺎﺭﻱ ﻛﻪ ﺍﺭﺍﺩﻩ ﻛﻨﻨﺪ ﺑﺮﻣﻲﺁﻳﻨﺪ‪.‬‬

‫ﻧﻜﺎﺕ ﺍﺳﺎﺳﻲ ﺑﺮﺍﻱ ﺗﻌﻴﻴﻦ ﻫﺪﻑﻫﺎﻱ ﺟﺴﻮﺭﺍﻧﻪ ﺑﺮﺍﻱ ﺳﺎﺯﻣﺎﻥ‬ ‫•‬

‫ﻫﺪﻑ ﺟﺴﻮﺭﺍﻧﻪ ﺑﺎﻳﺪ ﺑﻪ ﻗﺪﺭﻱ ﺭﻭﺷﻦ ﻭ ﮔﻴﺮﺍ ﺑﺎﺷﺪ ﻛﻪ ﻫﻴﭻ ﺗﻮﺿﻴﺤﻲ ﻧﺨﻮﺍﻫﺪ ﻭ ﻳﺎ ﺑﺎ ﻛﻢﺗـﺮﻳﻦ ﺗﻮﺿـﻴﺢ ﺑﻴـﺎﻥ‬ ‫ﺷﻮﺩ‪ .‬ﺑﻪ ﻳﺎﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻛﻪ ﻫﺪﻑ ﺟﺴﻮﺭﺍﻧﻪ‪ ،‬ﻣﺜﻞ ﺻﻌﻮﺩ ﺑﻪ ﻗﻠﻪ ﻛﻮﻩ ﻳﺎ ﺭﻓﺘﻦ ﺑﻪ ﻛﺮﻩ ﻣﺎﻩ ﻫﺪﻑ ﺍﺳـﺖ ﻧـﻪ‬ ‫“ﺑﻴﺎﻧﻴﻪ” ﻭ ﺍﮔﺮ ﻧﺘﻮﺍﻧﺪ ﺳﺒﺐ ﻣﺎﻳﻪ ﮔﺬﺍﺷﺘﻦ ﻛﺎﺭﻛﻨﺎﻥ ﺷﻮﺩ‪ ،‬ﻧﻤﻲﺗﻮﺍﻥ ﺁﻥ ﺭﺍ ﻫﺪﻑ ﺟﺴﻮﺭﺍﻧﻪ ﻧﺎﻣﻴﺪ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪١٣ /‬‬

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‫ﻫﺪﻑ ﺟﺴﻮﺭﺍﻧﻪ‪ ،‬ﺯﻳﺮ ﭼﺘﺮ ﺍﻣﻨﻴﺖ ﻭ ﺁﺳﺎﻳﺶ ﺟﺎ ﻧﻤﻲﮔﻴﺮﺩ‪ .‬ﻛﺎﺭﻛﻨﺎﻥ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﻫﻢ ﺑﺎﻳﺪ ﺑﻪ ﺁﻥ ﻣﻌﺘﻘﺪ ﺷﻮﻧﺪ ﻭ ﻫﻢ‬ ‫ﺍﺯ ﺟﺎﻥ ﻭ ﺩﻝ ﺑﺮﺍﻱ ﺗﺤﻘﻖ ﺁﻥ ﺑﻜﻮﺷﻨﺪ‪ .‬ﮔﺎﻩ ﺍﻧﺪﻛﻲ ﺑﺨﺖ ﻫﻢ ﺑﻪ ﻛﻤﻚ ﻣﻲﺁﻳﺪ‪.‬‬

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‫ﻫﺪﻑ ﺟﺴﻮﺭﺍﻧﻪ ﺑﺎﻳﺪ ﺫﺍﺗﺎﹰ ﺑﻪ ﻗﺪﺭﻱ ﺷﺠﺎﻋﺎﻧﻪ ﻭ ﻫﻴﺠﺎﻥﺍﻧﮕﻴﺰ ﺑﺎﺷﺪ ﻛﻪ ﺍﮔﺮ ﺭﻫﺒﺮ ﺳﺎﺯﻣﺎﻥ ﭘﻴﺶ ﺍﺯ ﺭﺳـﻴﺪﻥ ﺑـﻪ‬ ‫ﻫﺪﻑ ﺍﺯ ﺟﺎﻱ ﺧﻮﺩ ﺑﻠﻨﺪ ﺷﻮﺩ‪ ،‬ﺍﻧﮕﻴﺰﻩ ﭘﻴﺸﺮﻭﻱ ﺳﺎﺯﻣﺎﻥ ﺑﻪ ﻗﻮﺕ ﺧﻮﺩ ﺑﺎﻗﻲ ﺑﻤﺎﻧﺪ‪.‬‬

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‫ﻫﺪﻑ ﺑﻠﻨﺪ ﭘﺮﻭﺍﺯﻧﻪ ﺩﺭ ﺩﻝ ﺧﻮﺩ ﺁﺑﺴﺘﻦ ﺧﻄﺮ ﺍﺳﺖ‪ .‬ﻣﻌﻤﻮﻻﹰ ﺳﺎﺯﻣﺎﻥﻫﺎ ﭘﺲ ﺍﺯ ﺭﺳﻴﺪﻥ ﺑﻪ ﻳـﻚ ﻫـﺪﻑ ﺩﭼـﺎﺭ‬ ‫ﻋﺎﺭﺿﻪ “ﺭﺳﻴﺪﻥ ﺑﻪ ﻫﺪﻑ” ﻣﻲﺷﻮﻧﺪ‪ .‬ﺑﺮﺍﻱ ﺭﻭﻳﺎﺭﻭﻳﻲ ﺑﺎ ﺍﻳﻦ ﻋﺎﺭﺿﻪ‪ ،‬ﺳﺎﺯﻣﺎﻥﻫـﺎ ﺑﺎﻳـﺪ ﭘـﻴﺶ ﺍﺯ ﺭﺳـﻴﺪﻥ ﺑـﻪ‬ ‫ﻫﺪﻑ‪ ،‬ﻫﺪﻑ ﺩﻳﮕﺮﻱ ﺭﺍ ﺁﻣﺎﺩﻩ ﻛﻨﻨﺪ‪ .‬ﻫﺪﻑﻫﺎﻱ ﺑﻌﺪﻱ ﺑﺎﻳﺪ ﻣﺠﻬﺰ ﺑﻪ ﺭﻭﺵﻫﺎﻱ ﺧﺎﺹ ﺍﻧﮕﻴـﺰﻩﺁﻓﺮﻳﻨـﻲ ﺑـﺮﺍﻱ‬ ‫ﭘﻴﺸﺮﻓﺖ ﺑﺎﺷﺪ‪.‬‬

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‫ﻭ ﺳﺮﺍﻧﺠﺎﻡ ﻣﻬﻢﺗﺮﻳﻦ ﻧﻜﺘﻪ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻫﺪﻑﻫﺎﻱ ﺑﻠﻨﺪﭘﺮﻭﺍﺯﺍﻧﻪ ﺑﺎﻳﺪ ﺑﺎ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺷﺮﻛﺖ ﺳﺎﺯﮔﺎﺭ ﺑﺎﺷﺪ‪.‬‬

‫ﻓﺼﻞ ﺷﺸﻢ‬ ‫ﻓﺮﻫﻨﮓﻫﺎﻱ ﺷﺒﻪﺩﻳﻨﻲ‬

‫“ ﺍﻳﻨﻚ ﺍﺯ ﺷﻤﺎ ﻣﻲﺧﻮﺍﻫﻢ ﺩﺳﺖ ﺭﺍﺳﺖ ﺧﻮﺩ ﺭﺍ ﺑﻠﻨﺪ ﻛﻨﻴﺪ ﻭ ﺁﻧﭽﻪ ﺭﺍ ﻣﻲﮔـﻮﻳﻢ ﺗﻜـﺮﺍﺭ ﻛﻨﻴـﺪ” ﺍﺯ‬ ‫ﺍﻣﺮﻭﺯ ﺑﻪ ﺑﻌﺪ ﻣﻦ ﺭﺳﻤ ﹰﺎ ﻗﻮﻝ ﻣﻲﺩﻫﻢ ﻭ ﺍﻇﻬﺎﺭ ﻣﻲﺩﺍﺭﻡ ﻛﻪ ﻫﺮ ﻭﻗﺖ ﻳﻚ ﻣﺸﺘﺮﻱ ﺑـﻪ ﺳـﻪ ﻣﺘـﺮﻱ‬ ‫ﻣﻦ ﺑﺮﺳﺪ ﻟﺒﺨﻨﺪ ﺑﺰﻧﻢ‪ ،‬ﺑﻪ ﭼﺸﻤﺎﻧﺶ ﻧﮕﺎﻩ ﻣﻲﻛﻨﻢ ﻭ ﺑﺎ ﺍﻭ ﺧﻮﺵ ﻭ ﺑﺶ ﻣﻲﻛـﻨﻢ‪ .‬ﺧـﺪﺍﻳﺎ ﺑـﻪ ﻣـﺎ‬ ‫ﺗﻮﻓﻴﻖ ﻋﻄﺎ ﻛﻦ‪.‬‬ ‫ﺍﺯ ﮔﻔﺖ ﻭ ﮔﻮﻱ ﺳﺎﻡ ﻭﺍﻟﺘﻦ ﺑﺎ ﺑﻴﺶ ﺍﺯ ﻳﻜﺼﺪ ﻫﺰﺍﺭ ﻧﻔﺮ‬ ‫ﺍﺯ ﻫﻤﻜﺎﺭﺍﻥ ﻭﺍﻝ ـ ﻣﺎﺭﺕ‪ ،‬ﺍﺯ ﻃﺮﻳﻖ ﺍﺭﺗﺒﺎﻁ ﻣﺎﻫﻮﺍﺭﻩﺍﻱ )ﻧﻴﻤﻪ ﺩﻫﻪ ‪(٨٠‬‬ ‫“ ﺁﻱ‪ .‬ﺑﻲ‪ .‬ﺍﻡ‪ .‬ﻭﺍﻗﻌﺎﹰ ﺩﺭ ﺍﻳﺠﺎﺩ ﺍﻧﮕﻴﺰﻩ ﺩﺭ ﻛﺎﺭﻛﻨﺎﻧﺶ ﻣﻮﻓﻖ ﺍﺳﺖ‪ :‬ﻣﻦ ﺑﺎﺯﺗﺎﺏ ﺍﻳﻦ ﻣﻮﻓﻘﻴﺖ ﺭﺍ ﺩﺭ ﺣﺮﻛـﺎﺕ‬ ‫ﻭﺳﻜﻨﺎﺕ ﻫﻤﺴﺮﻡ ﻣﻲ ﺑﻴﻨﻢ‪ ،‬ﺷﺎﻳﺪ ﺍﻭ ﺭﺍ ﺷﺴﺘﺸﻮﻱ ﻣﻐﺰﻱ ﺩﺍﺩﻩﺍﻧـﺪ‪ .‬ﺍﻣـﺎ ﺍﻳـﻦ ﻧـﻮﻉ ﺷﺴﺘﺸـﻮﻱ ﻣﻐـﺰﻱ‪،‬‬ ‫ﺩﻟﻨﺸﻴﻦ ﺍﺳﺖ‪ .‬ﺁﻱ‪ .‬ﺑﻲ‪ .‬ﺍﻡ‪ .‬ﻭﺍﻗﻌﺎﹰ ﻗﺪﺭﺕ ﺍﻟﻘﺎﻱ ﻭﻓﺎﺩﺍﺭﻱ ﻭ ﺍﻳﺠﺎﺩ ﺍﻧﮕﻴﺰﻩ ﺑﺮﺍﻱ ﻛﺎﺭ ﺩﺍﺭﺩ‪”.‬‬

‫ﻫﻤﺴﺮ ﻳﻜﻲ ﺍﺯ ﻛﺎﺭﻛﻨﺎﻥ ﺁﻱ‪ .‬ﺑﻲ‪ .‬ﺍﻡ‪١٩٨٥ .‬‬ ‫ﺭﻫﻨﻤﻮﺩ ﻛﺎﺭﻛﻨﺎﻥ ﻧﻮﺭﺩﺍﺷﺘﺮﻭﻡ‬ ‫ﺑﻪ ﻧﻮﺭﺩ ﺍﺷﺘﺮﻭﻡ ﺧﻮﺵ ﺁﻣﺪﻳﺪ‪.‬‬ ‫ﺍﺯ ﺍﻳﻦ ﻛﻪ ﺑﻪ ﻣﺎ ﭘﻴﻮﺳﺘﻪﺍﻳﺪ‪ ،‬ﺧﻮﺷﺤﺎﻟﻴﻢ‪.‬‬ ‫ﻣﻬﻢﺗﺮﻳﻦ ﻫﺪﻑ ﻣﺎ ﺍﺭﺍﺋﻪ ﺑﻬﺘﺮﻳﻦ ﻧﻮﻉ ﺧﺪﻣﺎﺕ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺍﺳﺖ‪.‬‬ ‫ﻫﺪﻑﻫﺎﻱ ﺷﺨﺼﻲ ﻭ ﻛﺎﺭﻱ ﺷﻤﺎ ﺑﺎﻳﺪ ﻋﺎﻟﻲ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺍﻃﻤﻴﻨﺎﻥ ﻛﺎﻣﻞ ﺩﺍﺭﻳﻢ ﻛﻪ ﺷﻤﺎ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺑﻪ ﻫﺪﻑﻫﺎﻱ ﺧﻮﺩ ﺑﺮﺳﻴﺪ‪.‬‬ ‫ﺿﻮﺍﺑﻂ ﻧﻮﺭﺩﺍﺷﺘﺮﻭﻡ‪:‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪١۴ /‬‬

‫ﺿﺎﺑﻄﻪ ﺷﻤﺎﺭﻩ ﻳﻚ‪ :‬ﻗﻀﺎﻭﺕ ﺩﺭﺳﺖ ﺩﺭ ﻫﻤﻪ ﺣﺎﻝ‪.‬‬ ‫ﺿﺎﺑﻄﻪ ﺩﻳﮕﺮﻱ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪.‬‬ ‫ﻟﻄﻔﺎﹰ ﻫﺮ ﻭﻗﺖ ﻫﺮ ﺳﺆﺍﻟﻲ ﺩﺍﺷﺘﻴﺪ ﺍﺯ ﻣﺪﻳﺮ ﻗﺴﻤﺖ‪ ،‬ﻣﺪﻳﺮ ﻓﺮﻭﺷﮕﺎﻩ ﻳﺎ ﻣﺪﻳﺮ ﻧﺎﺣﻴﻪ ﺑﭙﺮﺳﻴﺪ‪.‬‬ ‫ﺁﺭﻣﺎﻧﻲ ﺑﻮﺩﻥ ﺑﻪ ﻣﻌﻨﺎﻱ ﺁﺭﺍﻡ ﺑﻮﺩﻥ ﻭ ﻧﻈﻢ ﻧﺪﺍﺷﺘﻦ ﻧﻴﺴﺖ‪ .‬ﺩﺭﺳﺖ ﺑﺮﻋﻜﺲ‪ ،‬ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﺷﺮﻛﺖﻫـﺎﻱ ﺁﺭﻣـﺎﻧﻲ‬ ‫ﺑﻪﺧﻮﺑﻲ ﺧﻮﺩﺷﺎﻥ ﺭﺍ ﻣﻲﺷﻨﺎﺳﻨﺪ ﻭ ﻣﻲﺩﺍﻧﻨﺪ ﭼﻪ ﻛﺎﺭﻩ ﻫﺴﺘﻨﺪ ﻭ ﺩﻧﺒﺎﻝ ﭼﻪ ﻫﺪﻓﻲ ﻣـﻲﺭﻭﻧـﺪ‪ ،‬ﺟـﺎﻱ ﭼﻨـﺪﺍﻧﻲ ﺑـﺮﺍﻱ‬ ‫ﺁﺩﻡﻫﺎﻳﻲ ﻧﺪﺍﺭﻧﺪ ﻛﻪ ﺑﻪ ﻣﻌﻴﺎﺭﻫﺎﻱ ﺁﻧﻬﺎ ﺑﻲ ﻋﻼﻗﻪ ﻳﺎ ﺑﺎ ﺁﻥ ﻣﻌﻴﺎﺭﻫﺎ ﺩﺭ ﺗﻀﺎﺩ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﻭﺟﻮﻩ ﻣﺸﺘﺮﻙ ﺁﻳﻴﻦ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ‪:‬‬ ‫•‬

‫ﺗﻌﺼﺐ ﺩﺭ ﺣﻔﻆ ﺟﻬﺎﻥﺑﻴﻨﻲ‬

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‫ﺗﻠﻘﻴﻦ ﻭ ﺁﻣﻮﺯﺵ‬

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‫ﺳﺎﺯﮔﺎﺭﻱ ﻭ ﻫﻤﺴﺎﻧﻲ‬

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‫ﻧﺨﺒﻪ ﮔﺮﺍﻳﻲ‬ ‫ﺁﻱ‪ .‬ﺑﻲ‪ .‬ﺍﻡ‪ .‬ﺑﺰﺭﮒﺗﺮﻳﻦ ﻣﻮﻓﻘﻴﺖﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﻣﺪﻳﻮﻥ ﺩﻭﺭﻩﺍﻱ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺁﻥ ﻓﻀﺎﻱ ﺷﺒﻪ ﺩﻳﻨﻲ ﺣـﺎﻛﻢ ﺑـﻮﺩﻩ‬

‫ﺍﺳﺖ ﻭ ﺩﺭ ﻫﻤﻴﻦ ﺩﻭﺭﺍﻥ ﺗﻮﺍﻧﺴﺘﻪ ﺍﺳﺖ ﺷﺎﻳﺴﺘﮕﻲ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺭﻭﻳﺎﺭﻭﻱ ﺑﺎ ﺩﮔﺮﮔﻮﻧﻲﻫﺎﻱ ﺟﻬﺎﻥ ﻧﺸﺎﻥ ﺩﻫﺪ‪.‬‬ ‫ﺑﻨﮕﺎﻩ ﻭﺍﻟﺖ ﺩﻳﺴﻨﻲ ﻧﻴﺰ ﻣﺎﻧﻨﺪ ﺁﻱ‪ .‬ﺑﻲ‪ .‬ﺍﻡ‪ .‬ﻭ ﻧﻮﺭﺩﺍﺷﺘﺮﻭﻡ ﺑﺮﺍﻱ ﺻﻴﺎﻧﺖ ﺍﺯ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺧﻮﺩ ﺑـﻪ ﻣﻘـﺪﺍﺭ ﻓـﺮﺍﻭﺍﻥ ﺍﺯ‬ ‫ﺁﻣﻮﺯﺵ ﻭ ﺗﻠﻘﻴﻦ‪ ،‬ﺗﺠﺎﻧﺲ ﻭ ﺳﺎﺯﮔﺎﺭﻱ ﻭ ﺷﺎﻳﺴﺘﻪﺳﺎﻻﺭﻱ ﺑﻬﺮﻩ ﺑﺮﺩﻩ ﺍﺳﺖ‪.‬‬ ‫ﻛﻠﻴﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺗﺎﺯﻩﺍﺳﺘﺨﺪﺍﻡ ﺩﻳﺴﻨﻲﻟﻨﺪ ﺑﺎﻳﺪ ﺩﺭ ﺑﺮﻧﺎﻣﻪ ﺁﻣﻮﺯﺷﻲ ﭼﻨﺪ ﺭﻭﺯﻩ ﺷﺮﻛﺖ ﻛﻨﻨﺪ‪ .‬ﺗﺎ ﺯﺑـﺎﻥ ﺗـﺎﺯﻩﺍﻱ ﺭﺍ‬ ‫ﻳﺎﺩ ﺑﮕﻴﺮﻧﺪ‪ ،‬ﺯﺑﺎﻧﻲ ﻛﻪ ﻭﺍﮊﮔﺎﻥ ﻭ ﺍﺻﻄﻼﺣﺎﺗﻲ ﺧﺎﺹ ﺩﺍﺭﺩ‪:‬‬ ‫•‬

‫ﻛﺎﺭﻛﻨﺎﻥ ﻳﻌﻨﻲ “ ﮔﺮﻭﻩ ﻧﻤﺎﻳﺸﻲ”‬

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‫ﻣﺸﺘﺮﻳﺎﻥ ﻳﻌﻨﻲ “ﻣﻴﻬﻤﺎﻧﺎﻥ”‬

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‫ﺟﻤﻌﻴﺖ ﻳﻌﻨﻲ “ﻣﺨﺎﻃﺐ”‬

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‫ﻫﺮ ﻧﻮﺑﺖ ﻛﺎﺭﻱ ﻳﻌﻨﻲ “ ﺍﺟﺮﺍﻱ ﻧﻤﺎﻳﺶ”‬

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‫ﺷﻐﻞ ﻳﻌﻨﻲ “ ﻧﻘﺶ”‬

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‫ﺷﺮﺡ ﺷﻐﻠﻲ ﻳﻌﻨﻲ “ﺳﻨﺎﺭﻳﻮ”‬

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‫ﻟﺒﺎﺱ ﻣﺘﺤﺪﺍﻟﺸﻜﻞ ﻳﻌﻨﻲ “ ﻟﺒﺎﺱ ﻧﻤﺎﻳﺶ”‬

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‫ﺍﺩﺍﺭﻩ ﻛﺎﺭﮔﺰﻳﻨﻲ ﻳﻌﻨﻲ “ ﮔﺰﻳﻨﺶ ﺑﺎﺯﻳﮕﺮﺍﻥ”‬

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‫ﺳﺮﻛﺎﺭ ﺑﻮﺩﻥ ﻳﻌﻨﻲ “ﺣﻀﻮﺭ ﺩﺭ ﺻﺤﻨﻪ”‬

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‫ﺍﺳﺘﺮﺍﺣﺖ ﻳﻌﻨﻲ “ﺣﻀﻮﺭ ﺩﺭ ﭘﺸﺖ ﺻﺤﻨﻪ”‬ ‫ﺑﻪ ﻛﻤﻚ ﺭﺍﻩﻫﺎﻱ ﺩﺭﺳﺖ‪ ،‬ﺑﺎﻳﺪ ﺳﺎﺯﻣﺎﻧﻲ ﺍﻳﺠﺎﺩ ﻛﺮﺩ ﻛﻪ ﺍﺯ ﺍﺻﻮﻝ ﻭ ﺟﻬﺎﻥﺑﻴﻨـﻲ ﺁﻥ ﻣﺸـﺘﺎﻗﺎﻧﻪ ﭘﺎﺳـﺪﺍﺭﻱ ﺷـﻮﺩ‪.‬‬

‫ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺑﺎ ﺗﻤﻬﻴﺪ ﺳﺎﺯﻭﻛﺎﺭﻫﺎﻱ ﻣﻠﻤﻮﺱ‪ ،‬ﺑﻪ ﺗﻘﻮﻳﺖ ﺍﻳﻦ ﺣﺎﻟﺖ ﻛﻤﻚ ﻣـﻲﻛﻨﻨـﺪ‪ .‬ﺩﺭ ﺍﻳـﻦ ﺷـﺮﻛﺖﻫـﺎ‬ ‫ﺗﻮﺟﻴﻪ ﻭ ﺗﻠﻘﻴﻦ ﺍﻓﺮﺍﺩ‪ ،‬ﺍﻳﺠﺎﺩ ﺳﺎﺯﮔﺎﺭﻱ ﻭ ﺗﺠﺎﻧﺲ ﻭ ﺍﻳﺠﺎﺩ ﺣﺲ ﺗﻌﻠﻖ ﺑﻪ ﻣﻮﺟﻮﺩﻳﺘﻲ ﺧﺎﺹ‪ ،‬ﺑـﻪ ﻛﻤـﻚ ﺳـﺎﺯﻭﻛﺎﺭﻫﺎﻳﻲ‬ ‫ﺷﺒﻴﻪ ﺳﺎﺯﻭﻛﺎﺭﻫﺎﻱ ﺯﻳﺮ ﺻﻮﺭﺕ ﻣﻲﮔﻴﺮﺩ‪:‬‬ ‫•‬

‫ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺁﻣﻮﺯﺷﻲ ﺗﻮﺟﻴﻬﻲ‪ ،‬ﻋﻤﻞﮔﺮﺍﻳﺎﻧﻪ ﻭ ﻣﻌﻄﻮﻑ ﺑﻪ ﺟﻬـﺎﻥﺑﻴﻨـﻲ ﺷـﺮﻛﺖ‪ ،‬ﺁﻣﻮﺯﻧـﺪﻩ ﻫﻨﺠﺎﺭﻫـﺎ‪ ،‬ﺗـﺎﺭﻳﺦ‪،‬‬ ‫ﺳﻨﺖﻫﺎ ﻭ ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ ﻣﻮﺭﺩ ﺍﻋﺘﻘﺎﺩ ﺷﺮﻛﺖ‪.‬‬

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‫ﺩﺍﻳﺮﻩ ﻛﺮﺩﻥ ﺩﺍﻧﺸﻜﺪﻩﻫﺎ ﻭ ﻣﺮﺍﻛﺰ ﺁﻣﻮﺯﺵ ﺩﺍﺧﻠﻲ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪١۵ /‬‬

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‫ﺗﻮﺟﻴﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﺣﻴﻦ ﻛﺎﺭ ﺑﺎ ﻛﻤﻚ ﻫﻤﻜﺎﺭﺍﻥ ﻭ ﺳﺮﭘﺮﺳﺘﺎﻥ ﻣﺴﺘﻘﻴﻢ‪.‬‬

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‫ﻭﺿﻊ ﺿﻮﺍﺑﻂ ﻭ ﺭﻭﺣﻴﻪ ﻫﺎﻱ ﮔﺬﺷﺖ ﻧﺎﭘﺬﻳﺮ‪ ،‬ﺍﺳﺘﺨﺪﺍﻡ ﻧﻴﺮﻭﻫﺎﻱ ﺟﻮﺍﻥ ﻭ ﭘﺮﻭﺭﺵ ﺁﻧﻬـﺎ ﺑـﺮﺍﻱ ﺗﺼـﺪﻱ ﻣﺸـﺎﻏﻞ‬ ‫ﺑﺎﻻﺗﺮ‪.‬‬

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‫ﻗﺮﺍﺭﺩﺍﺩﻥ ﺍﻓﺮﺍﺩ ﺩﺭ ﻣﻌﺮﺽ ﻛﺎﺭﻫﺎﻱ ﭼﺸﻤﮕﻴﺮ ﻭ ﺳﺘﻮﺩﻧﻲ ﻭ ﺑﺎﻭﺭ ﻛﺮﺩﻥ ﺭﻭﺣﻴﻪ ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﻧﻮﻉ ﻛﺎﺭﻫﺎ ﺩﺭ ﺍﻳﺸﺎﻥ‪.‬‬

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‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺯﺑﺎﻥ ﻭ ﺍﺻﻄﻼﺣﺎﺕ ﺧﺎﺹ )ﻣﺜﻞ “ ﻋﻀﻮ ﻫﻴﺌﺖ ﻧﻤﺎﻳﺶ” ﻳﺎ “ﻣﻮﺗﻮﺭﻭﻻﻳﻲ”( ﺍﻳﻦ ﻛﺎﺭ ﺳﺒﺐ ﺗﺤﻜﻴﻢ ﺣـﺲ‬ ‫ﺗﻌﻠﻖ ﺍﻓﺮﺍﺩ ﺑﻪ ﻳﻚ ﮔﺮﻭﻩ ﺷﺎﻳﺴﺘﻪ ﻭ ﺧﺎﺹ ﻣﻲﺷﻮﺩ‪.‬‬

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‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺁﻫﻨﮓﻫﺎ‪ ،‬ﺳﺮﻭﺩﻫﺎ‪ ،‬ﺷﻌﺎﺭﻫﺎ ﻭﺷﺒﻴﻪ ﺍﻳﻨﻬﺎ‪ ،‬ﻛﻪ ﺳﺒﺐ ﺗﻌﻤﻴﻖ ﺩﻟﺒﺴﺘﮕﻲﻫﺎﻱ ﺭﻭﺍﻧﻲ ﺍﻓﺮﺍﺩ ﺑـﻪ ﺷـﺮﻛﺖ‬ ‫ﻣﻲﮔﺮﺩﺩ‪.‬‬

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‫ﺗﻮﺟﻪ ﺍﻛﻴﺪ ﺑﻪ ﻣﺴﺌﻠﻪ ﮔﺰﻳﻨﺶ ﻭ ﭘﺎﻻﻳﺶ ﺑﻪ ﻭﻳﮋﻩ ﺑﻪ ﻫﻨﮕﺎﻡ ﺍﺳﺘﺨﺪﺍﻡ‪ ،‬ﻭ ﺩﺭ ﺳﺎﻝﻫﺎﻱ ﻧﺨﺴﺖ ﻛﺎﺭ‪.‬‬

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‫ﻣﻨﻮﻁ ﻛﺮﺩﻥ ﺗﺮﻓﻴﻊ ﻭ ﺗﺸﻮﻳﻖ ﺑﻪ ﺗﺠﺎﻧﺲ ﺑﺎ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺷﺮﻛﺖ‪.‬‬

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‫ﺩﺍﺩﻥ ﭘﺎﺩﺍﺵ‪ ،‬ﺗﺸﻮﻳﻖ ﻭ ﻗﺪﺭﺩﺍﻧﻲ ﺩﺭ ﺣﻀﻮﺭ ﺟﻤﻊ ﺍﺯ ﻛﺴـﺎﻧﻲ ﻛـﻪ ﺑـﻪ ﺟﻬـﺎﻥﺑﻴﻨـﻲ ﺷـﺮﻛﺖ ﺑﺴـﻴﺎﺭ ﻫﻤﺴـﻮ ﻭ‬ ‫ﺳﺎﺯﮔﺎﺭﻧﺪ‪ .‬ﺗﻨﺒﻴﻪ ﺁﺷﻜﺎﺭ ﻭ ﻣﻠﻤﻮﺱ ﻛﺴﺎﻧﻲ ﻛﻪ ﺣﺮﻳﻢ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺭﺍ ﻧﻘﺾ ﻛﻨﻨﺪ‪.‬‬

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‫ﻣﺪﺍﺭﺍ ﺑﺎ ﺧﻄﺎﻫﺎﻱ ﺻﺎﺩﻗﺎﻧﻪ ﺑﻪ ﺷﺮﻃﻲ ﻛﻪ ﻧﺎﻗﺾ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺷﺮﻛﺖ ﻧﺒﺎﺷﺪ‪ .‬ﻭ ﺳﺨﺖﮔﻴﺮﻱ ﺩﺭ ﺑﺮﺍﺑﺮ ﻛﺴﺎﻧﻲ ﻛﻪ‬ ‫ﻣﺮﺗﻜﺐ ﻧﻘﺾ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺷﺮﻛﺖ ﻣﻲﺷﻮﻧﺪ‪.‬‬

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‫ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺳﺎﺯﻭﻛﺎﺭﻫﺎﻱ ﺗﻌﻬﺪﺁﻭﺭ‪) .‬ﺧﻮﺍﻩ ﻣﺎﻟﻲ ﻭ ﺧﻮﺍﻩ ﺑﺎ ﺻﺮﻑ ﻭﻗﺖ(‬

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‫ﺑﺮﮔﺰﺍﺭﻱ ﺟﺸﻦﻫﺎﻭ ﻣﺮﺍﺳﻤﻲ ﻛﻪ ﺳﺒﺐ ﺗﺤﻜﻴﻢ ﻣﻮﻓﻘﻴﺖﻫﺎ ﻭ ﺣﺲ ﺗﻌﻠﻖ ﻭ ﺣﺲ “ﻭﻳﮋﻩ ﺑﻮﺩﻥ” ﮔﺮﺩﺩ‪.‬‬

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‫ﺗﻮﺟﻪ ﺑﻪ ﺁﺭﺍﻳﺶ ﺩﻓﺘﺮﻫﺎ ﻭ ﻛﺎﺭﮔﺎﻩﻫﺎ ﺑﻪ ﻃﻮﺭﻱ ﻛﻪ ﺳﺒﺐ ﺗﻘﻮﻳﺖ ﻫﻨﺠﺎﺭﻫﺎ ﻭ ﺍﻳﺪﻩﺁﻝﻫﺎ ﮔﺮﺩﺩ‪.‬‬

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‫ﺗﺄﻛﻴﺪ ﭘﻴﻮﺳﺘﻪ ﺑﺮﺍﺭﺯﺵﻫﺎ‪ ،‬ﻣﻴﺮﺍﺙﻫﺎ ﻭ ﭘﻴﻮﺳﺘﮕﻲ ﺑﺎ ﺳﺎﺯﻣﺎﻧﻲ ﺧﺎﺹ‪ ،‬ﭼﻪ ﺑﻪ ﻃﻮﺭ ﻛﺘﺒﻲ ﻭ ﭼﻪ ﺷﻔﺎﻫﻲ‪.‬‬

‫ﻣﺤﺪﻭﺩﻳﺖ ﺩﺭ ﺟﻬﺎﻥﺑﻴﻨﻲ‪ /‬ﺁﺯﺍﺩﻱ ﺩﺭ ﻋﻤﻞ‬ ‫ﻧﻤﻮﻧﻪ ﺳﻴﻄﺮﻩ ﻧﻈﺮﻳﻪ “ﺑﺎ” ﺑﺮ ﻧﻈﺮﻳﻪ “ﻳﺎ” ﺩﺭ ﺷﺮﻛﺖ ﺁﺭﻣﺎﻧﻲ‪ ،‬ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺍﻳـﻦ ﺷـﺮﻛﺖ ﻫـﺎ ﺳـﺨﺖ ﮔﻴـﺮﻱ ﻭ‬ ‫ﻣﺤﺪﻭﺩﻳﺖ ﺩﺭ ﺣﻔﻆ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺑﺎ ﺁﺯﺍﺩﻱ ﻋﻤﻞ ﻭ ﺗﺮﻏﻴﺐ ﺍﺑﺘﻜﺎﺭ ﻓﺮﺩﻱ ﺗﺮﻛﻴﺐ ﻣﻲﺷﻮﺩ‪ .‬ﺩﺭ ﻭﺍﻗﻊ ﺩﺭ ﺷـﺮﻛﺖﻫـﺎﻱ‬ ‫ﺁﺭﻣﺎﻧﻲ ﺁﺯﺍﺩﻱ ﻋﻤﻞ ﺑﻪ ﻣﺮﺍﺗـﺐ ﺑﻴﺸـﺘﺮ ﻭ ﺳـﺎﺧﺘﺎﺭ ﺁﻧﻬـﺎ ﻏﻴﺮﻣﺘﻤﺮﻛـﺰ ﺍﺯ ﺷـﺮﻛﺖﻫـﺎﻱ ﻃـﺮﻑ ﻣﻘﺎﻳﺴـﻪ ﺍﺳـﺖ‪.‬‬ ‫ﺳﺨﺖﮔﻴﺮﻱ ﺩﺭ ﻣﻮﺭﺩ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺳﺒﺐ ﺣﻔﻆ ﺁﻥ ﻣﻲﺷﻮﺩ ﻭ ﺁﺯﺍﺩﻱ ﻋﻤﻞ ﺳـﺒﺐ ﺍﻧﮕﻴـﺰﻩﺁﻓﺮﻳﻨـﻲ ﺑـﺮﺍﻱ ﭘﻴﺸـﺮﻓﺖ‬ ‫ﻣﻲﺷﻮﺩ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪١۶ /‬‬

‫ﻓﺼﻞ ﻫﻔﺘﻢ‬ ‫ﺍﻧﺘﺨﺎﺏ ﺷﺎﻳﺴﺘﻪ‬ ‫“ ﺑﻪ ﻧﻈﺮ ﻣﻦ ﻧﮕﺮﺵ ﺩﺭﺳﺖ ﺑﻪ “ ﮔﻮﻧﻪﻫﺎﻱ ﺳﺎﺯﮔﺎﺭ” ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺣﻴـﺎﺕ ﺁﻧﻬـﺎ ﺭﺍ ﻧﺘﻴﺠـﻪ ﻛﻮﭼـﻚ ﻳـﻚ‬ ‫ﻗﺎﻧﻮﻥ ﻛﻠﻲ ﺑﺪﺍﻧﻴﻢ ﻛﻪ ﺑﺮ ﺗﺤﻮﻝ ﻣﻮﺟﻮﺩﺍﺕ ﺯﻧﺪﻩ ﺣﺎﻛﻢ ﺍﺳﺖ ﻭ ﻧﺒﺎﻳﺪ ﮔﻤﺎﻥ ﻛﻨﻴﻢ ﺍﻳﻦ ﻣﻮﺟـﻮﺩﺍﺕ ﺍﺯ ﺍﺻـﻞ‬ ‫ﺑﻪ ﻫﻤﻴﻦ ﺻﻮﺭﺕ ﺁﻓﺮﻳﺪﻩ ﺷﺪﻩﺍﻧﺪ‪ .‬ﺑﺮﺍﺳﺎﺱ ﺁﻥ ﻗﺎﻧﻮﻥ ﻛﻠﻲ‪ ،‬ﻣﻮﺟﻮﺩﺍﺕ ﺯﺍﺩ ﻭ ﻭﻟﺪ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺗﻐﻴﻴﺮ ﺷﻜﻞ‬ ‫ﻣﻲﺩﻫﻨﺪ ﻭ ﻧﻴﺮﻭﻣﻨﺪﺍﻥ ﺑﺎﻗﻲ ﻣﻲﻣﺎﻧﻨﺪ ﻭ ﻧﺎﺗﻮﺍﻥﻫﺎ ﻣﻲﻣﻴﺮﻧﺪ‪”.‬‬

‫ﭼﺎﺭﻟﺰ ﺩﺍﺭﻭﻳﻦ‬ ‫ﺍﺻﻞ ﺍﻧﻮﺍﻉ ‪١٨٥٩‬‬ ‫“ ﺩﺭﺳﺖ ﺍﺳﺖ ﻛﻪ ﺷﺮﻛﺖ ﻣﺎ ﺩﺭ ﻛﻼﻑ ﻓﺮﺁﻭﺭﺩﻩﻫﺎﻱ ﺟﺪﻱ ﺧﻮﺩﮔﻴﺮ ﻛﺮﺩﻩ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﻳﺎﺩﺗﺎﻥ ﻧﺮﻭﺩ ﺍﮔﺮ‬ ‫ﻛﺴﻲ ﺭﺍﻩ ﻧﺮﻭﺩ‪ ،‬ﺳﻜﻨﺪﺭﻱ ﻫﻢ ﻧﻤﻲﺧﻮﺭﺩ‪”.‬‬

‫ﺭﻳﭽﺎﺭﺩ ﻛﺎﺭﻟﺘﻮﻥ‬ ‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﺳﺎﺑﻖ ﺁﻱ‪ .‬ﺑﻲ‪ .‬ﺍﻡ‪.‬‬ ‫“ﻣﻬﻢﺗﺮﻳﻦ ﻓﺮﺁﻭﺭﺩﻩ ﻣﺎ “ ﺷﻜﺴﺖ” ﺍﺳﺖ‪”.‬‬

‫ﺩﺑﻠﻴﻮ ﺟﺎﻧﺴﻦ )ﻓﺮﺯﻧﺪ(‬ ‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﺳﺎﺑﻖ ﺟﺎﻧﺴﻦ ﺍﻧﺪ ﺟﺎﻧﺴﻦ‬ ‫ﻣﺎ ﻓﺮﺁﻳﻨﺪ ﭘﻴﺸﺮﻓﺖ ﺗﻜﺎﻣﻠﻲ ﺭﺍ “ ﺷﺎﺧﻪ ﺳﺎﺯﻱ ﻭ ﻫﺮﺱ” ﻣﻲﻧﺎﻣﻴﻢ‪ .‬ﺍﮔﺮﺩﺭ ﺩﺭﺧﺖ ﺑﻪ ﻗﺪﺭ ﻛﺎﻓﻲ ﺷﺎﺧﻪ ﺍﻳﺠـﺎﺩ ﻛﻨـﻴﻢ‬ ‫)ﺗﻨﻮﻉ ﻳﺎ ﺍﻳﺠﺎﺩ ﮔﻮﻧﺎﮔﻮﻧﻲ( ﻭ ﺷﺎﺧﻪﻫﺎﻱ ﺧﺸﻚ ﺭﺍ ﺍﺯ ﺁﻥ ﺟﺪﺍ ﻛﻨﻴﻢ )ﮔﺰﻳﻨﺶ(‪ ،‬ﺍﻳﻦ ﺷﺎﺧﻪﻫـﺎ ﺩﺭ ﻣﺤـﻴﻂ ﺩﺍﻳـﻢﺍﻟﺘﻐﻴـﺮ‪،‬‬ ‫ﺳﺎﻟﻢ ﻭ ﺑﺎﻧﺸﺎﻁ ﺭﺷﺪ ﺧﻮﺍﻫﻨﺪ ﻛﺮﺩ‪.‬‬ ‫ﺍﮔﺮ ﻓﺮﺁﻳﻨﺪﻫﺎﻱ ﺗﻜﺎﻣﻠﻲ ﺑﻪﺩﺭﺳﺘﻲ ﺩﺭﻙ ﺷﻮﻧﺪ ﻭ ﺁﮔﺎﻫﺎﻧﻪ ﻛﻨﺘﺮﻝ ﺷﻮﻧﺪ‪ ،‬ﭼﻮﻥ ﺍﺑﺰﺍﺭﻱ ﻛﺎﺭﺁﻣﺪ‪ ،‬ﺭﺍﻩ ﭘﻴﺸﺮﻓﺖ ﺭﺍ‬ ‫ﻫﻤﻮﺍﺭ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺍﻳﻦ ﻫﻤﺎﻥ ﻛﺎﺭﻱ ﺍﺳﺖ ﻛﻪ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ‪ ،‬ﺑﻴﺶ ﺍﺯ ﺷﺮﻛﺖﻫﺎﻱ ﻃﺮﻑ ﻣﻘﺎﻳﺴﻪ ﻛﺮﺩﻩﺍﻧﺪ‪.‬‬ ‫ﺍﮔﺮ ﻭﺍﺣﺪﻫﺎﻱ ﺳﺒﺪ ﻛﺴﺐﻭﻛﺎﺭ ﺭﺍ ﻣـﺎﺗﺮﻳﺲ ﺑﺮﻧﺎﻣـﻪﺭﻳـﺰﻱ ﺭﺍﻫﺒـﺮﺩﻱ )‪Boston Consulting Group (BCG‬‬ ‫ﻣﻨﻄﻖ ﻛﻨﻴﻢ ﺑﻪﺁﺳﺎﻧﻲ ﭼﺮﺍﻳﻲ ﻣﻮﻓﻘﻴﺖ ﺷﺮﻛﺖ ﺁﺷﻜﺎﺭ ﻣﻲﺷﻮﺩ‪ ،‬ﺍﻣﺎ ﻭﻗﺘﻲ ﺑﺤﺚ ﭼﮕﻮﻧﮕﻲ ﺍﻳﺠﺎﺩ ﺍﻳـﻦ ﺳـﺒﺪ ﻣﺘـﻮﺍﺯﻥ‬ ‫ﻛﺴﺐﻭﻛﺎﺭ ﺑﻪ ﻣﻴﺎﻥ ﻣﻲﺁﻳﺪ ﻣﺎﺗﺮﻳﺲ ‪ BCG‬ﺍﺯ ﺗﻮﺿﻴﺢ ﻋﺎﺟﺰ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﭘﻴﺎﻣﻲ ﺑﺮﺍﻱ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻣﻞ‪ ،‬ﻣﺪﻳﺮﺍﻥ‪ ،‬ﻭ ﻛﺎﺭﺁﻓﺮﻳﻨﺎﻥ‬ ‫‪١‬ـ ﺁﺯﻣﺎﻳﺶ ﻛﻦ‪ ،‬ﻣﻌﻄﻞ ﻧﻜﻦ!‬ ‫ﻫﺮ ﻭﻗﺖ ﺩﭼﺎﺭ ﺷﻚ ﺷﺪﻱ‪ ،‬ﺗﻐﻴﻴﺮ ﺑﺪﻩ‪ ،‬ﻣﺘﻨﻮﻉ ﻛﻦ‪ ،‬ﻣﺸﻜﻞ ﺭﺍ ﺣﻞ ﻛﻦ‪ ،‬ﻓﺮﺻﺖ ﺭﺍ ﻏﻨﻴﻤﺖ ﺑﺪﺍﻥ‪ ،‬ﺗﺠﺮﺑـﻪ ﻛـﻦ‪ ،‬ﺍﺯ‬ ‫ﻳﻚ ﭼﻴﺰ ﺟﺪﻳﺪ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻦ‪ .‬ﺍﻟﺒﺘﻪ ﻫﻤﻪ ﺍﻳﻦ ﻛﺎﺭﻫﺎ ﺑﺎﻳﺪ ﺑﺎ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺷﺮﻛﺖ ﺳﺎﺯﮔﺎﺭ ﺑﺎﺷﺪ‪.‬‬

‫‪٢‬ـ ﭘﺬﻳﺮﺵ ﺍﺷﺘﺒﺎﻩ‬ ‫ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﻧﻤﻲﺗﻮﺍﻥ ﭘﻴﺶ ﺑﻴﻨﻲ ﻛﺮﺩ ﻛﺪﺍﻡ ﻛﺎﺭ ﻣﻮﻓﻖ ﻣﻲﺷﻮﺩ‪ ،‬ﺑﺎﻳـﺪ ﺑـﺮﻭﺯ ﺧﻄـﺎ ﻭ ﺍﺷـﺘﺒﺎﻩ ﺭﺍ ﻋـﺎﺩﻱ ﻭ ﻃﺒﻴﻌـﻲ‬ ‫ﺑﺪﺍﻧﻴﻢ‪ .‬ﺑﺎ ﻭﺟﻮﺩﻱ ﻛﻪ ﺷﻜﺴﺖ ﻭ ﻧﺎﻛﺎﻣﻲ ﺍﺯ ﺟﻬﺎﺗﻲ ﺑﺎ ﺍﺭﺯﺵ ﺍﺳﺖ ﺑﺎﻳﺪ ﺑﻪ ﻣﻮﻓﻘﻴﺖﻫﺎ ﺗﻮﺟـﻪ ﻛﻨـﻴﻢ ﻭﻟـﻲ ﺩﺭﺱ‬ ‫ﺁﻣﻮﺯﻱ ﺍﺯ ﺷﻜﺴﺖ ﺁﺳﺎﻥﺗﺮ ﺍﺳﺖ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪١٧ /‬‬

‫‪٣‬ـ ﮔﺎﻡﻫﺎ ﺑﺎﻳﺪ ﻛﻮﭼﻚ ﺑﺎﺷﺪ‬ ‫ﻭﻗﺘﻲ ﺍﻣﻜﺎﻥ ﭼﺸﻢ ﭘﻮﺷﻴﺪﻥ ﺑﺮ ﺧﻄﺎ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﺩﺭ ﺣﺪ ﺗﺠﺮﺑﻪ ﺑﺎﺷﺪ‪ .‬ﺍﻣﺎ ﭼﺸﻢﭘﻮﺷـﻲ ﺍﺯ ﺍﺷـﺘﺒﺎﻫﺎﺕ ﺑـﺰﺭﮒ‬ ‫ﻏﻴﺮﺗﺠﺮﺑﻲ )ﺍﺷﺘﺒﺎﻫﺎﺕ ﺷﺮﻛﺘﻲ( ﻣﻴﺴﺮ ﻧﻴﺴﺖ‪ .‬ﺑﺎﺯ ﻫﻢ ﺑﻪ ﺧﺎﻃﺮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻛﻪ ﻗﺪﻡﻫﺎﻱ ﻛﻮﭼﻚ ﻭ ﺗـﺪﺭﻳﺠﻲ‬ ‫ﻣﻲﺗﻮﺍﻧﺪ ﻣﻨﺸﺎﺀ ﺗﺤﻮﻻﺕ ﺑﺰﺭﮒ ﺭﺍﻫﺒﺮﺩﻱ ﺷﻮﺩ‪.‬‬

‫‪٤‬ـ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺑﻪ ﻗﺪﺭ ﻧﻴﺎﺯ ﺁﺯﺍﺩﻱ ﻋﻤﻞ ﺑﺪﻫﻴﺪ‪.‬‬ ‫ﻭﻗﺘﻲ ﺑﻪ ﺍﻓﺮﺍﺩ ﺁﺯﺍﺩﻱ ﻋﻤﻞ ﺩﺍﺩﻩ ﻣﻲﺷﻮﺩ‪ ،‬ﺍﻣﻜﺎﻥ ﭘﻴﺶﺑﻴﻨﻲ ﺍﻋﻤﺎﻝ ﺁﻧﻬﺎ ﻭﺟـﻮﺩ ﻧـﺪﺍﺭﺩ ﻭ ﻫﻤـﻴﻦ ﺧـﻮﺏ ﺍﺳـﺖ‪.‬‬ ‫ﺑﮕﺬﺍﺭﻳﺪ ﻛﺎﺭﻛﻨﺎﻥ ﺳﻤﺞ ﻭ ﻣﺼﺮ ﺑﺎﺷﻨﺪ‪.‬‬

‫‪٥‬ـ ﺍﻫﻤﻴﺖ ﺳﺎﺯﻭﻛﺎﺭﻫﺎ‬ ‫ﻣﺎ ﺑﻪ ﺍﻳﻦ ﻧﺘﻴﺠﻪ ﺭﺳﻴﺪﻩﺍﻳﻢ ﻛﻪ ﻣﺘﺄﺳﻔﺎﻧﻪ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻣﺪﻳﺮﺍﻥ‪ ،‬ﺍﻫﻤﻴﺖ ﺍﻳﻦ ﻋﺎﻣﻞ ﭘﻨﺠﻢ ﺭﺍ ﺩﺳﺖ ﻛﻢ ﻣﻲﮔﻴﺮﻧـﺪ ﻭ‬ ‫ﺍﺯ ﺗﺒﺪﻳﻞ ﻣﻘﺎﺻﺪ ﺧﻮﺩ ﺑﻪ ﺳﺎﺯﻭﻛﺎﺭﻫﺎﻱ ﻋﻴﻨﻲ ﻏﺎﻓﻞ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺁﻧﻬﺎ ﺑﻪﺧﻄﺎ ﺗﺼﻮﺭ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺍﮔﺮ ﺳﺒﻚ ﺭﻫﺒـﺮﻱ‬ ‫ﺩﺭﺳﺖ ﺑﺎﺷﺪ‪ ،‬ﺑﻘﻴﻪ ﻛﺎﺭﻫﺎ ﻧﻴﺰ ﺩﺭﺳﺖ ﺍﺯ ﺁﺏ ﺩﺭﻣﻲﺁﻳﺪ‪ .‬ﺧﻴﺮ ﭼﻨﻴﻦ ﻧﻴﺴﺖ! ﺍﻳﻦ ﻛﺎﺭ ﻋﻼﻭﻩ ﺑﺮ ﺭﻫﺒﺮﻱ ﺩﺭﺳـﺖ‪،‬‬ ‫ﻣﺴﺘﻠﺰﻡ ﻛﺎﺭﻫﺎﻱ ﺩﻳﮕﺮ ﻧﻴﺰ ﻫﺴﺖ‪ .‬ﺑﺎﻳﺪ ﻫﻤﻪ ﭼﻴﺰ ﺩﺭﺳﺮﺟﺎﻱ ﺧﻮﺩ ﺑﺎﺷﺪ ﻭ ﺍﻳﻦ ﻣﺠﻤﻮﻋﻪ ﻃﻮﺭﻱ ﻫـﺪﺍﻳﺖ ﺷـﻮﺩ‬ ‫ﻛﻪ ﺳﺒﺐ ﺗﺤﻜﻴﻢ ﻭ ﺗﻘﻮﻳﺖ ﺭﻓﺘﺎﺭﻫﺎﻱ ﺗﻜﺎﻣﻠﻲ ﮔﺮﺩﺩ‪.‬‬ ‫ﺑﻪ ﭘﻨﺞ ﻋﺎﻣﻞ ﺑﺎﻻ ﻳﻚ ﻧﻜﺘﻪ ﺩﻳﮕﺮ ﺍﺿﺎﻓﻪ ﻣﻲﻛﻨﻴﻢ‪ :‬ﻫﻤﻴﺸﻪ ﺑﺎﻳﺪ ﺩﺭ ﺣﺎﻟﻲ ﻛﻪ ﭘﻴﺸﺮﻓﺖ ﺗﻜﺎﻣﻠﻲ ﺭﺍ ﺗﺸـﻮﻳﻖ ﻣـﻲﻛﻨﻴـﺪ‪،‬‬ ‫ﺟﻬﺎﻥﺑﻴﻨﻲ ﺧﻮﺩ ﺭﺍ ﻧﻴﺰ ﺣﻔﻆ ﻛﻨﻴﺪ‪ .‬ﻓﺮﺍﻣﻮﺵ ﻧﻜﻨﻴﺪ ﻛﻪ ﺗﻜﺎﻣﻞ ﺁﻣﻴﺰﻩﺍﻱ ﺍﺳﺖ ﺍﺯ ﺗﻨـﻮﻉ ﻭ ﮔـﺰﻳﻨﺶ‪ .‬ﺩﺭ ﻳـﻚ ﺷـﺮﻛﺖ‬ ‫ﺁﺭﻣﺎﻧﻲ ﺑﺮﺍﻱ ﮔﺰﻳﻨﺶ ﺑﺎﻳﺪ ﺑﻪ ﺩﻭ ﭘﺮﺳﺶ ﭘﺎﺳﺦ ﺩﻫﻴﻢ‪ .‬ﭘﺮﺳﺶ ﺍﻭﻝ ﻛﺎﻣﻼﹰ ﻋﻤﻞﮔﺮﺍﻳﺎﻧﻪ ﺍﺳﺖ‪ :‬ﺁﻳﺎ ﻣﻔﻴﺪ ﻭ ﺛﻤﺮ ﺑﺨﺶ‬ ‫ﺍﺳﺖ؟ ﺍﻣﺎ ﺍﻫﻤﻴﺖ ﭘﺮﺳﺶ ﺩﻭﻡ ﻧﻴﺰ ﺍﺯ ﭘﺮﺳﺶ ﺍﻭﻝ ﻛﻤﺘﺮ ﻧﻴﺴﺖ‪ :‬ﺁﻳﺎ ﺑﺎ ﺟﻬﺎﻥﺑﻴﻨﻲ ﻣﺎ ﺳﺎﺯﮔﺎﺭ ﺍﺳﺖ؟‬

‫ﻓﺼﻞ ﻫﺸﺘﻢ‬ ‫ﻣﺪﻳﺮﻳﺖ ﺩﺭﻭﻥ ﺯﺍ‬ ‫“ ﺍﺯ ﺍﻳﻦ ﭘﺲ )ﺍﻧﺘﺨﺎﺏ ﺟﺎﻧﺸﻴﻦ( ﻣﻬﻢﺗﺮﻳﻦ ﺩﻝﻣﺸﻐﻮﻟﻲ ﻣﻦ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﻫﺮ ﺭﻭﺯ ﻛﻪ ﻣﻲﮔﺬﺭﺩ ﻓﻜﺮﻡ ﺭﺍ‬ ‫ﺑﻴﺸﺘﺮ ﺑﻪ ﺧﻮﺩ ﻣﺸﻐﻮﻝ ﻣﻲﻛﻨﺪ‪”.‬‬

‫ﺟﻚ ﻭﻟﺶ ﻣﺪﻳﺮﻋﺎﻣﻞ ﺟﻨﺮﺍﻝ ﺍﻟﻜﺘﺮﻳﻚ‬ ‫‪ ٩) ١٩٩١‬ﺳﺎﻝ ﭘﻴﺶ ﺍﺯ ﺑﺎﺯﻧﺸﺴﺘﮕﻲ ﺧﻮﺩ ﺧﻮﺍﺳﺘﻪ(‬ ‫“ﻣﺴﺌﻮﻟﻴﺖ ﻣﻬﻢ ﻭ ﺑﺮﺟﺴﺘﻪ ﻣﺎ ﺗﺪﺍﻭﻡ ﺭﻫﺒﺮﻱ ﺭﻫﺒﺮﺍﻥ ﺷﺎﻳﺴﺘﻪ ﺍﺳﺖ‪ .‬ﻣﺎ ﻫﻤﻴﺸﻪ ﺩﺭ ﻓﻜﺮ ﭘﺮﻭﺭﺵ ﻧﺎﻣﺰﺩﻫﺎﻱ ﺍﺣـﺮﺍﺯ‬ ‫ﻣﺴﺌﻮﻟﻴﺖ ﺭﻫﺒﺮﻱ ﻣﻮﺗﻮﺭﻭﻻ ﺑﻮﺩﻩﺍﻳﻢ‪ .‬ﺑﺮﻧﺎﻣﻪ ﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺁﻣﻮﺯﺵ ﻧﺎﻣﺰﺩﻫـﺎﻱ ﺷﺎﻳﺴـﺘﻪ ﺩﺭ ﺩﻭﺭﺍﻥ ﮔـﺬﺍﺭ ﺗـﺪﺍﺭﻙ‬ ‫ﺩﻳﺪﻩ ﻭﺩﺭ ﺍﻳﻦ ﻣﻮﺭﺩ ﺑﺴﻴﺎﺭ ﺑﺎﺯ ﻋﻤﻞ ﻛﺮﺩﻩﺍﻳﻢ‪ ...‬ﺑﻪ ﻧﻈﺮ ﻣﺎ ﻣﺪﺍﻭﻣﺖ ﺩﺭ ﺍﻳﻦ ﻛﺎﺭ ﺍﻫﻤﻴﺘﻲ ﺑﻪ ﺳﺰﺍ ﺩﺍﺭﺩ‪”.‬‬

‫ﺭﺍﺑﺮﺕ ﮔﺎﻟﻮﻳﻦ‪ ،‬ﻋﻀﻮ ﭘﻴﺸﻴﻦ ﺷﻮﺭﺍﻱ ﺭﻫﺒﺮﻱ ﻣﻮﺗﻮﺭﻭﻻـ ‪١٩٩١‬‬ ‫ﺩﺍﺷﺘﻦ ﻣﺪﻳﺮﻱ ﻻﻳﻖ ﺗﺤﺴﻴﻦ ﺑﺮﺍﻧﮕﻴﺰ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺗﺤﺴﻴﻦ ﺑﺮﺍﻧﮕﻴﺰﺗﺮ‪ ،‬ﻧﻈﺎﻣﻲ ﺍﺳﺖ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺍﻳﻦ ﻗﺒﻴـﻞ‬ ‫ﻣﺪﻳﺮﺍﻥ ﺭﺍ ﺩﺭ ﺩﺭﻭﻥ ﺧﻮﺩ ﭘﺮﻭﺭﺵ ﺩﻫﺪ ﻭ ﺍﻳﻦ ﻳﻜﻲ ﺍﺯ ﺭﺍﺯﻭ ﺭﻣﺰﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺷﺪﻥ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣـﺎﻧﻲ‬ ‫ﺍﺳﺖ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪١٨ /‬‬

‫ﺑﺮﺍﻱ ﺣﻔﻆ ﺍﺻﻮﻝ‪ ،‬ﻣﺪﻳﺮﺍﻥ ﻣﻮﺟﻮﺩ ﺭﺍ ﭘﺮﻭﺭﺵ ﺩﻫﻴﺪ‬ ‫ﺩﺭ ﻋﺮﺽ ﻫﻔﺘﺼﺪ ﺳﺎﻝ ﺗﺎﺭﻳﺦ ﭘﺮﺑﺎﺭ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﻓﻘﻂ ﺩﺭ ﭼﻬـﺎﺭ ﻣـﻮﺭﺩ ﺟـﺪﺍ ﺍﺯ ﻫـﻢ‪ ،‬ﺗﺼـﺪﻱ ﻣﺴـﺌﻮﻟﻴﺖ‬ ‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﺑﻪ ﻋﻬﺪﻩ ﻓﺮﺩﻱ ﺧﺎﺭﺝ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﺳﭙﺮﺩﻩ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬

‫ﭼﺮﺧﻪ ﺗﺪﺍﻭﻡ ﺭﻫﺒﺮﻱ‬ ‫ﭘﺮﻭﺭﺵ ﻣﺪﻳﺮﺍﻥ ﻭ‬

‫ﻧﺎﻣﺰﺩﻫﺎﻱ ﭘﺮﺗﻮﺍﻥ ﻭ‬

‫ﻣﺪﺍﻭﻣﺖ ﺩﺭ ﺍﺭﺗﻘﺎﺀ‬

‫ﺑﺮﻧﺎﻣﻪ ﻣﺪﻳﺮﮔﺰﻳﻨﻲ‬

‫ﻻﻳﻖ ﺩﺍﺧﻠﻲ‬

‫ﻣﺪﻳﺮﺍﻥ ﺩﺍﺧﻠﻲ‬

‫ﭼﺮﺧﻪ ﺧﻼﺀ ﺭﻫﺒﺮﻱ‬ ‫ﺿﻌﻒ ﭘﺮﻭﺭﺵ‬

‫ﻛﻤﺒﻮﺩ ﻧﺎﻣﺰﺩﻫﺎﻱ‬

‫ﺧﻼﺀ ﺭﻫﺒﺮﻱ‪،‬‬

‫ﻣﺪﻳﺮ ﻭ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ‬

‫ﭘﺮﺗﻮﺍﻥ ﻭ ﻻﻳﻖ ﺩﺍﺧﻠﻲ‬

‫ﺍﺣﺴﺎﺱ ﺑﻴﻤﺎﺭﻱ ﻭ‬

‫ﻧﺎﻗﺺ ﺑﺮﺍﻱ ﮔﺰﻳﻨﺶ‬

‫ﺩﺭ ﻧﺘﻴﺠﻪ ﺟﺴﺘﺠﻮ‬

‫ﺟﺎﻧﺸﻴﻦ ﻣﺪﻳﺮﻋﺎﻣﻞ‬

‫ﺑﺮﺍﻱ ﻳﺎﻓﺘﻦ ﻧﺎﺟﻲ‬

‫ﻫﻤﺎﻥﮔﻮﻧﻪ ﻛﻪ ﺗﺠﺮﺑﻪ ﺷﺮﻛﺖﻫﺎﻳﻲ ﻧﻈﻴﺮ ﺟﻨﺮﺍﻝ ﺍﻟﻜﺘﺮﻳﻚ‪ ،‬ﻣﻮﺗﻮﺭﻭﻻ‪ ،‬ﭘﺮﺍﻛﺘـﺮ ﺍﻧـﺪ ﮔﻤﺒـﻞ‪ ،‬ﺑﻮﺋﻴﻨـﮓ‪ ،‬ﺗـﺮﻱ ﺍﻡ‪ ،‬ﻭ‬ ‫ﻫﻴﻮﻟﺖ ﭘﻜﺮﺩ ﺑﻪ ﻛﺮﺍﺕ ﺛﺎﺑﺖ ﻛﺮﺩﻩ ﺍﺳﺖ‪ .‬ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺑﺮﺍﻱ ﺩﺳﺖ ﻳﺎﻓﺘﻦ ﺑﻪ ﺗﺤﻮﻝ ﻭ ﺍﻓﻜﺎﺭ ﻧﻮ ﺑﻪﻫﻴﭻﻭﺟـﻪ‬ ‫ﻧﺎﮔﺰﻳﺮ ﺍﺯ ﺍﺳﺘﺨﺪﺍﻡ ﻣﺪﻳﺮ ﺍﺯ ﺧﺎﺭﺝ ﻧﻴﺴﺘﻨﺪ‪.‬‬ ‫ﻳﺎﻓﺘﻪﻫﺎ ﻭ ﺁﻣﻮﺧﺘﻪﻫﺎﻱ ﻣﺎ ﺍﺯ ﺑﺮﺭﺳﻲ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﺑﺎ ﺍﺳﺘﺨﺪﺍﻡ ﻣﺪﻳﺮ ﺍﺯ ﺧﺎﺭﺝ‪ ،‬ﺍﻣﻜـﺎﻥ‬ ‫ﺁﺭﻣﺎﻧﻲ ﺷﺪﻥ ﺷﺮﻛﺖﻫﺎ ﺑﺴﻴﺎﺭ ﺩﻭﺭ ﺍﺯ ﺫﻫﻦ ﺍﺳﺖ‪ .‬ﻧﻜﺘﻪ ﺑﺴﻴﺎﺭ ﻣﻬﻢ ﺩﻳﮕﺮ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻫﻴﭻﮔﻮﻧﻪ ﻧﺎﺳﺎﺯﮔﺎﺭﻱ ﺑـﻴﻦ‬ ‫ﺍﺟﺮﺍﻱ ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﻣﺪﻳﺮﻳﺖ ﺩﺭﻭﻥﺯﺍ ﻭ ﺍﻳﺠﺎﺩ ﺗﺤﻮﻻﺕ ﭼﺸﻤﮕﻴﺮ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪.‬‬ ‫ﺍﮔﺮ ﺷﻤﺎ ﻣﺪﻳﺮﻋﺎﻣﻞ ﻳﺎ ﻋﻀﻮ ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ ﻳﻜﻲ ﺍﺯ ﺷﺮﻛﺖﻫﺎﻱ ﺑﺰﺭﮒ ﻫﺴﺘﻴﺪ‪ ،‬ﻣﻲﺗﻮﺍﻧﻴﺪ ﺁﻣﻮﺯﻩﻫﺎﻱ ﺍﻳﻦ ﻓﺼﻞ‬ ‫ﺭﺍ ﺩﺭ ﻣﺤﻴﻂ ﻛﺎﺭ ﺧﻮﺩ ﭘﻴﺎﺩﻩ ﻛﻨﻴﺪ‪ .‬ﺑﺮﺍﻱ ﺁﻧﻜﻪ ﺍﻧﺘﻘﺎﻝ ﻗﺪﺭﺕ ﺍﺯ ﻧﺴﻠﻲ ﺑﻪ ﻧﺴﻞ ﺩﻳﮕﺮ ﺑﻪ ﺁﺭﺍﻣﻲ ﻭ ﺑﺪﻭﻥ ﺩﺳـﺖﺍﻧـﺪﺍﺯ‬ ‫ﺍﻧﺠﺎﻡ ﺷﻮﺩ‪ ،‬ﺑﺎﻳﺪ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺧﻮﺩ ﺑﺮﻧﺎﻣﻪﺍﻱ ﺑﻠﻨﺪﻣﺪﺕ ﺑﺮﺍﻱ ﭘﺮﻭﺭﺵ ﻣﺪﻳﺮ ﻭ ﺟﺎﻳﮕﺰﻳﻦ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ .‬ﺍﮔـﺮ ﻣـﺪﻳﺮ‬ ‫ﻫﺴﺘﻴﺪ ﺍﻳﻦ ﻓﺼﻞ ﺑﻪ ﺷﻤﺎ ﻫﻢ ﻣﺮﺑﻮﻁ ﻣﻲﺷﻮﺩ‪ .‬ﺍﮔﺮ ﻣﺴﺌﻮﻟﻴﺖ ﻳﻜﻲ ﺍﺯ ﻗﺴﻤﺖﻫﺎ ﻭ ﺑﺨﺶﻫﺎﻱ ﺷﺮﻛﺖ ﺭﺍ ﺑﻪ ﻋﻬـﺪﻩ‬ ‫ﺩﺍﺭﻳﺪ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺑﺎ ﺗﻨﻈﻴﻢ ﻣﺪﻳﺮﻳﺖ ﺩﺭﻭﻥﺯﺍ ﺑﻪ ﻣﺮﻭﺭ ﺯﻣﺎﻥ ﺑـﻪ ﭘـﺮﻭﺭﺵ ﺍﻓـﺮﺍﺩ ﻣﺴـﺘﻌﺪ ﻛﻤـﻚ ﻛﻨﻴـﺪ )ﺍﻟﺒﺘـﻪ ﺩﺭ‬ ‫ﻣﻘﻴﺎﺳﻲ ﻛﻮﭼﻚﺗﺮ(‪ .‬ﺑﻪ ﺍﻳﻦ ﻣﺴﺌﻠﻪ ﻓﻜﺮ ﻛﻨﻴﺪ ﺍﮔﺮ ﺭﻭﺯﻱ ﺗﺼﺎﺩﻑ ﻛﺮﺩﻳﺪ ﭼﻪ ﻛﺴﻲ ﺟﺎﻱ ﺷﻤﺎ ﺭﺍ ﻣﻲﮔﻴـﺮﺩ؟ ﻭﻇﻴﻔـﻪ‬ ‫ﺷﻤﺎ ﺩﺭ ﺭﺷﺪ ﻭ ﭘﺮﻭﺭﺵ ﺟﺎﻧﺸﻴﻨﺎﻥ ﭼﻴﺴﺖ؟ ﻛﺪﺍﻡ ﺑﺮﻧﺎﻣﻪ ﺭﺍ ﺑﺮﺍﻱ ﺍﻧﺘﻘﺎﻝ ﺁﺭﺍﻡ ﻣﺴﺌﻮﻟﻴﺖﻫﺎ ﺑﻪ ﺟﺎﻧﺸﻴﻦ ﺧـﻮﺩ ﻭ ﺑـﻪ‬ ‫ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺑﻪ ﻣﺴﺌﻮﻟﻴﺖﻫﺎﻱ ﻣﻬﻢﺗﺮ ﺗﺮﻗﻲ ﻣﻲﻛﻨﻴﺪ‪ ،‬ﺗﺪﺍﺭﻙ ﺩﻳﺪﻩﺍﻳﺪ؟ )ﺍﻳﻦ ﺳﺆﺍﻝ ﺭﺍ ﺍﺯ ﺑﺎﻻﺗﺮﻱﻫﺎ ﻫـﻢ ﻣـﻲﺗـﻮﺍﻥ‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪١٩ /‬‬

‫ﭘﺮﺳﻴﺪ( ﻭ ﻧﻜﺘﻪ ﺁﺧﺮ ﺍﻳﻦ ﻛﻪ ﺍﮔﺮ ﺩﺭ ﺷﺮﻛﺘﻲ ﺁﺭﻣﺎﻧﻲ ﻛﺎﺭ ﻣﻲﻛﻨﻴﺪ ﻭ ﺍﺯ ﻛﺎﺭ ﺧﻮﺩ ﺭﺍﺿﻲ ﻫﺴﺘﻴﺪ‪ ،‬ﺁﻳﺎ ﺑﻬﺘـﺮ ﻧﻴﺴـﺖ ﺩﺭ‬ ‫ﻫﻤﺎﻧﺠﺎ ﺑﻤﺎﻧﻴﺪ ﻭ ﻣﻬﺎﺭﺕﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﺗﻮﺳﻌﻪ ﺩﻫﻴﺪ؟‬ ‫ﺍﺯ ﺩﻳﺪ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ‪ ،‬ﺗﻮﺟﻪ ﺑﻪ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺟﺎﺭﻱ ﻛﺎﻓﻲ ﻧﻴﺴﺖ‪ ،‬ﺑﻠﻜﻪ ﻧﻜﺘﻪ ﺣﻴﺎﺗﻲ ﺍﻳـﻦ ﺍﺳـﺖ ﻛـﻪ ﻧﺤـﻮﻩ‬ ‫ﻓﻌﺎﻟﻴﺖ ﺷﺮﻛﺖ ﺩﺭ ﻧﺴﻞ ﺑﻌﺪ ﻭ ﻧﺴﻞﻫﺎﻱ ﭘﺲ ﺍﺯ ﺁﻥ ﭼﮕﻮﻧﻪ ﺧﻮﺍﻫﺪ ﺑﻮﺩ؟ ﻫﻤﻪ ﺍﻓﺮﺍﺩ )ﺭﻫﺒﺮﺍﻥ( ﺳﺮﺍﻧﺠﺎﻡ ﻣﻲﻣﻴﺮﻧﺪ‪.‬‬ ‫ﺍﻣﺎ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﻣﺜﻞ ﺳﺎﻋﺖ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺗﻴﻚ ﺗﺎﻙ ﻛﻨﻨـﺪ ﻭ ﺩﻭﺭﻩﻫـﺎﻱ ﻣﺘﻤـﺎﺩﻱ ﭘـﺲ ﺍﺯ ﻣـﺮﮒ ﺭﻫﺒـﺮﺍﻥ ﻭ‬ ‫ﺑﻨﻴﺎﻧﮕﺬﺍﺭﺍﻥ ﺩﺭ ﺗﻌﻘﻴﺐ ﻫﺪﻑ ﻧﻬﺎﻳﻲ ﻭ ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ ﺷﺮﻛﺖ ﺑﺎﺷﻨﺪ‪.‬‬

‫ﻓﺼﻞ ﻧﻬﻢ‬ ‫ﭘﻴﺸﺮﻓﺖ‪ ،‬ﺣﺪ ﻭ ﻣﺮﺯ ﻧﺪﺍﺭﺩ‬ ‫“ﺧﻮﺩﺗﺎﻥ ﺭﺍ ﺑﻪ ﺯﺣﻤﺖ ﻧﻴﻨﺪﺍﺯﻳﺪ ﻛﻪ ﺍﺯ ﻣﻌﺎﺻﺮﺍﻥ ﻳﺎ ﭘﻴﺸﻴﻨﻴﺎﻥ ﺑﻬﺘﺮ ﺷﻮﻳﺪ‪ ،‬ﺳـﻌﻲ ﻛﻨﻴـﺪ ﺍﺯ ﺧﻮﺩﺗـﺎﻥ ﺑﻬﺘـﺮ‬ ‫ﺑﺎﺷﻴﺪ‪”.‬‬

‫ﻭﻳﻠﻴﺎﻡ ﻓﺎﻛﻨﺮ‬ ‫“ﻣﺮﺩﻡ ﻫﻤﻴﺸﻪ ﺑﻪ ﭘﺪﺭﻡ ﻣﻲﮔﻔﺘﻨﺪ “ ﺍﻱ ﺁﻗﺎ ﺗﻮ ﻛﺎﺭﺕ ﺭﺍ ﻛﺮﺩﻩﺍﻱ‪ ،‬ﻭﻗﺘﺶ ﺭﺳﻴﺪﻩ ﻛﻪ ﺍﺳﺘﺮﺍﺣﺖ ﻛﻨـﻲ‪ ”.‬ﻭ‬ ‫ﭘﺪﺭﻡ ﺩﺭ ﺟﻮﺍﺏ ﻣﻲﮔﻔﺖ‪ :‬ﻧﻪ ﺑﺎﺑﺎ‪ ،‬ﻣﻦ ﺑﺎﻳﺪ ﻛﺎﺭ ﻛﻨﻢ ﻭ ﺑﺎﻳﺪ ﺑﻬﺘﺮ ﻛﺎﺭﻛﻨﻢ‪”.‬‬

‫ﻭﻳﻼﺭﺩ ﻣﺎﺭﻳﻮﺕ )ﻓﺮﺯﻧﺪ(‬ ‫ﺭﻳﻴﺲ ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ ﺷﺮﻛﺖ ﻣﺎﺭﻳﻮﺕ ـ ‪١٩٨٧‬‬ ‫ﻣﺴﺌﻠﻪ ﺍﺻﻠﻲ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺍﻳﻦ ﻧﻴﺴﺖ ﻛﻪ "ﻛﺎﺭﻫﺎ ﺭﺍ ﺩﺭﺳﺖ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻨﺪ ﻳﺎ ﻧﻪ “ﻳﺎ” ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﻬﺘـﺮ ﺍﺯ‬ ‫ﺍﻳﻦ ﻫﻢ ﻛﺎﺭ ﻛﻨﻨﺪ ﻳﺎ ﻧﻪ “ﻳﺎ ﺍﻳﻨﻜﻪ” ﭼﻄﻮﺭ ﻛﺎﺭ ﻛﻨﻨﺪ ﺗﺎ ﺩﺭ ﺭﻗﺎﺑﺖ ﺟﻠﻮ ﺑﻴﻔﺘﻨﺪ‪ .‬ﺩﺭ ﺍﻳﻦ ﺷـﺮﻛﺖﻫـﺎ ﻣﺴـﺌﻠﻪ ﻣﻬـﻢ ﺍﻳـﻦ‬ ‫ﻧﻴﺴﺖ ﻛﻪ ﭼﻪ ﻛﻨﻨﺪ ﺗﺎ ﻛﺎﺭ ﻓﺮﺩﺍﻱ ﺁﻧﻬﺎ ﺍﺯ ﻛﺎﺭ ﺍﻣﺮﻭﺯ ﺑﻬﺘﺮ ﺑﺎﺷﺪ‪ .‬ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺍﻳـﻦ ﻣﻮﺿـﻮﻉ ﺭﺍ ﻫﻤـﻮﺍﺭﻩ ﺩﺭ‬ ‫ﺩﺳﺘﻮﺭ ﻛﺎﺭ ﺧﻮﺩ ﺩﺍﺭﻧﺪ ﻭ ﺑﻪ ﺑﻴﺎﻥ ﺩﻳﮕﺮ ﺁﻥ ﺭﺍ ﻧﻬﺎﺩﻳﻨﻪ ﻛﺮﺩﻩ ﻭ ﺑﻪ ﺻﻮﺭﺕ ﻋﺎﺩﺕ ﺫﻫﻨﻲ ﻭ ﺭﻓﺘﺎﺭﻱ ﺩﺭ ﻣﻲﺁﻭﺭﻧﺪ‪ .‬ﺑـﻪ‬ ‫ﻃﻮﺭ ﻃﺒﻴﻌﻲ ﺩﺭ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ‪ ،‬ﺧﻮﺏ ﻛﺎﺭﻛﺮﺩﻥ ﻭ ﻋﻤﻠﻜﺮﺩ ﺩﺭﺧﺸﺎﻥ‪ ،‬ﻫﺪﻑ ﻏﺎﻳﻲ ﻧﻴﺴﺖ‪ ،‬ﺑﻠﻜﻪ ﺣﺎﺻﻞ ﻭ ﭘﻴﺎﻣﺪ‬ ‫ﭼﺮﺧﻪ ﭘﺎﻳﺎﻥﻧﺎﭘﺬﻳﺮ “ﺑﻬﺴﺎﺯﻱ ﺧﻮﺩﺧﻮﺍﺳﺘﻪ” ﻭ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﺑﺮﺍﻱ ﺁﻳﻨﺪﻩ ﺍﺳﺖ‪ .‬ﺩﺭ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺧﻂ ﭘﺎﻳـﺎﻥ‬ ‫ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪ .‬ﻫﻴﭻﮔﺎﻩ ﻧﻤﻲﮔﻮﻳﻨﺪ‪“ :‬ﻛﺎﺭ ﺗﻤﺎﻡ ﺷﺪ” ﻫﻴﭻ ﻣﻘﻄﻌﻲ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ ﻛـﻪ ﺩﻧﺒﺎﻟـﻪ ﺭﺍﻩ ﺭﻫـﺎ ﺷـﻮﺩ ﻭ ﺍﺯ ﺧﻴـﺮ‬ ‫ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﺍﺯ ﺛﻤﺮﻩ ﻛﺎﺭ ﻭ ﺗﻼﺵ ﻗﺒﻠﻲ ﺑﮕﺬﺭﻧﺪ‪.‬‬ ‫ﺑﺮﺍﺳﺎﺱ ﻳﺎﻓﺘﻪﻫﺎﻱ ﻣﺎ‪ ،‬ﺷﺄﻥ ﻭ ﻣﻨﺰﻟﺖ ﺍﺳﺘﺜﻨﺎﻳﻲ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ‪ ،‬ﻣﺴﺌﻮﻝ ﺑﻴﻨﺶ ﺑﻬﺘﺮ ﻳـﺎ ﺭﺍﺯ ﻭ ﺭﻣـﺰ ﺧـﺎﺹ‬ ‫ﻣﻮﻓﻘﻴﺖ ﺁﻧﻬﺎ ﻧﻴﺴﺖ‪ .‬ﺟﺎﻳﮕﺎﻩ ﺭﻓﻴﻊ ﺁﻧﻬﺎ ﻋﻤﺪﺗﺎﹰ ﻣﻌﻠﻮﻝ ﻳﻚ ﻋﻠﺖ ﺳﺎﺩﻩ ﺍﺳﺖ‪:‬‬ ‫ﺁﻧﻬﺎ ﻓﻮﻕ ﺍﻟﻌﺎﺩﻩ ﺍﺯ ﺧﻮﺩ ﻣﺘﻮﻗﻊﺍﻧﺪ‪ .‬ﺁﺭﻣﺎﻧﻲ ﺷﺪﻥ ﻭ ﺣﻔﻆ ﺍﻳﻦ ﻣﺮﺗﺒﻪ ﻣﺴﺘﻠﺰﻡ ﻧﻈـﻢ ﺷـﺪﻳﺪ‪ ،‬ﺳـﺨﺖﻛﻮﺷـﻲ‪ ،‬ﻭ‬ ‫ﺍﻧﺰﺟﺎﺭ ﺷﺪﻳﺪ ﺍﺯ ﺧﻮﺩﺧﻮﺍﻫﻲ ﻭ ﺧﻮﺩﺍﺭﺿﺎﻳﻲ ﺍﺳﺖ‪.‬‬ ‫ﺩﺭ ﺟﻬﺎﻥ ﺍﻫﻤﻴﺖ ﻫﻴﭻ ﭼﻴﺰ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻧﻈﻢ ﻧﻴﺴﺖ‪ .‬ﺟﺎﻳﻲ ﻛﻪ ﻧﻈﻢ ﻧﺒﺎﺷﺪ‪ ،‬ﻫﻮﻳﺖ ﻭ ﺷﺨﺼﻴﺖ ﻧﻴﺰ ﻭﺟﻮﺩ ﻧـﺪﺍﺭﺩ ﻭ‬ ‫ﺑﺪﻭﻥ ﻫﻮﻳﺖ ﻭ ﺷﺨﺼﻴﺖ‪ ،‬ﺑﺎﻟﻨﺪﮔﻲ ﻣﻌﻨﺎ ﻧﺪﺍﺭﺩ‪.... .‬‬ ‫ﻣﺸﻜﻼﺕ ﻭ ﮔﺮﻓﺘﺎﺭﻱﻫﺎ‪ ،‬ﺳﺮﭼﺸﻤﻪ ﻭ ﻓﺮﺻﺖ ﺗﻠﻘﻲ ﻣﻲﺷﻮﻧﺪ ﻭ ﻣﻌﻤﻮﻻﹰ ﻣﺎ ﺁﻧﭽﻪ ﺭﺍ ﻛﻪ ﺩﺭ ﺟﺴﺘﻮﻱ ﺁﻥ ﻫﺴﺘﻴﻢ ﻭ‬ ‫ﺑﺮﺍﻱ ﺁﻥ ﺗﻼﺵ ﻣﻲﻛﻨﻴﻢ‪ ،‬ﺑﻪ ﺩﺳﺖ ﻣﻲﺁﻭﺭﻳﻢ‪ .‬ﺍﮔﺮ ﻣﺸﻜﻞ ﺩﺍﺷﺘﻪ ﺑﺎﺷـﻴﻢ ﻭ ﺑـﺮﺍﻳﻦ ﻣﺸـﻜﻼﺕ ﻏﻠﺒـﻪ ﻛﻨـﻴﻢ‪ ،‬ﺍﺯ ﻧﻈـﺮ‬ ‫ﺷﺨﺼﻴﺖ ﻭ ﻫﻮﻳﺖ ﺭﺷﺪ ﻣﻲﻛﻨﻴﻢ ﻭ ﺑﻪ ﻛﻴﻔﻴﺘﻲ ﻣﻲﺭﺳﻴﻢ ﻛﻪ ﺯﻣﻴﻨﻪﺳﺎﺯ ﻛﺎﻣﻴﺎﺑﻲ ﻭ ﻣﻮﻓﻘﻴﺖ ﺍﺳﺖ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪٢٠ /‬‬

‫ﺁﺳﻮﺩﮔﻲ ﻫﺪﻑ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﻧﻴﺴﺖ‪ .‬ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺩﺭ ﺗﻤﻬﻴﺪٍ ﺳﺎﺯﻭﻛﺎﺭﻱ ﻧﻴﺮﻭﻣﻨﺪ ﻫﺴـﺘﻨﺪ ﻛـﻪ‬ ‫ﻧﺎﺧﺸﻨﻮﺩﻱ ﺁﻓﺮﻳﻦ ﺑﺎﺷﺪ ) ﺿﺪ ﺧﻮﺵﺧﻴﺎﻟﻲ ﺑﺎﺷﺪ( ﻭ ﻗﺒﻞ ﺍﺯ ﺍﻳﻨﻜﻪ ﻣﺤﻴﻂ ﺑﻴﺮﻭﻧﻲ ﺑﺮﺍﻱ ﺑﻬﺴﺎﺯﻱ ﺑﻪ ﺷـﺮﻛﺖ ﻓﺸـﺎﺭ‬ ‫ﻭﺍﺭﺩ ﻛﻨﺪ‪ ،‬ﺍﻧﮕﻴﺰﻩ ﻻﺯﻡ ﺭﺍ ﺑﺮﺍﻱ ﺍﻳﻦ ﻛﺎﺭ ﺍﻳﺠﺎﺩ ﻛﻨﻨﺪ‪.‬‬ ‫ﻣﺪﻳﺮﺍﻥ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺧﻮﺩ ﺭﺍ ﻣﺠﺒﻮﺭ ﻧﻤﻲﻛﻨﻨﺪ ﺑﻴﻦ ﻛﻮﺗﺎﻩﻣﺪﺕ ﻭ ﺑﻠﻨﺪﻣﺪﺕ ﻳﻜﻲ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻛﻨﻨﺪ‪ .‬ﺁﻧﻬﺎ ﺑﺎ‬ ‫ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻭ ﺗﻮﺟﻪ ﺑﻪ ﺁﻳﻨﺪﻩ ﺑﻪ ﻃﻮﺭ ﻫﻤﺰﻣﺎﻥ ﺧﻮﺩ ﺭﺍ ﻣﺘﻌﻬﺪ ﺑﻪ ﺗﺤﻘﻖ ﻣﻌﻴﺎﺭﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ ﻧﻴﺰ ﻣﻲﺩﺍﻧﻨﺪ‪.‬‬ ‫ﺍﮔﺮ ﺷﻤﺎ ﺩﺭ ﺣﺎﻝ ﺍﻳﺠﺎﺩ ﻳﺎ ﺍﺩﺍﺭﻩ ﺷﺮﻛﺘﻲ ﻫﺴﺘﻴﺪ ﺗﻮﺻﻴﻪ ﻣﻲﻛﻨﻢ ﺑﻪ ﭘﺎﺳﺦ ﭘﺮﺳﺶﻫﺎﻱ ﺯﻳﺮ ﺩﻗﺖ ﻛﻨﻴﺪ‪:‬‬ ‫•‬

‫ﺑﺮﺍﻱ ﻣﺒﺎﺭﺯﻩ ﺑﺎ ﺑﻲﻓﻜﺮﻱ ﻭ ﺧﻮﺵﺧﻴﺎﻟﻲ ﺑﻪ ﭼﻪ ﺳﺎﺯﻭﻛﺎﺭﻫﺎﻱ ﻣﺘﻮﺳﻞ ﻣﻲﺷﻮﻳﺪ ﺗﺎ ﺑﺘﻮﺍﻧﻴﺪ ﺗﺤﻮﻝ ﻭ ﺑﻬﺴﺎﺯﻱ ﺭﺍ ﺩﺭ‬ ‫ﺳﺎﺯﻣﺎﻥ ﻧﻬﺎﺩﻳﻨﻪ ﻛﻨﻴﺪ ﻭ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﺩﺳـﺖ ﻧﺪﻫﻴـﺪ؟ ﭼﻄـﻮﺭ ﻣـﻲﺗـﻮﺍﻥ ﻛـﺎﺭﺁﻳﻲ ﻭ ﺍﺛﺮﺑﺨﺸـﻲ ﺍﻳـﻦ‬ ‫ﺳﺎﺯﻭﻛﺎﺭﻫﺎ ﺭﺍ ﺣﻔﻆ ﻛﺮﺩ؟‬

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‫ﺑﺮﺍﻱ ﺁﻧﻜﻪ ﺿﻤﻦ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﺑﺮﺍﻱ ﺁﻳﻨﺪﻩ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﮔﺮﺩﺵ ﺍﻣﻮﺭ ﺟﺎﺭﻱ ﺁﻥ ﻧﻴﺰ ﻣﻄﻠﻮﺏ ﺑﺎﺷﺪ‪ ،‬ﭼﻪ ﺭﻭﺷﻲ ﺭﺍ‬ ‫ﺩﺭ ﭘﻴﺶ ﻣﻲﮔﻴﺮﺩ؟ ﺁﻳـﺎ ﺳـﺎﺯﻣﺎﻥ ﺷـﻤﺎ ﭘـﻴﺶ ﺍﺯ ﺳـﺎﺯﻣﺎﻥﻫـﺎﻱ ﻣﺸـﺎﺑﻪ ﺑـﻪ ﻧـﻮﺁﻭﺭﻱ ﻭ ﺍﻧﺘﺨـﺎﺏ ﺭﻭﺵﻫـﺎ ﻭ‬ ‫ﻓﻦﺁﻭﺭﻱﻫﺎﻱ ﺟﺪﻳﺪ ﺧﻮﺍﻫﺪ ﭘﺮﺩﺍﺧﺖ؟‬

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‫ﺑﺎ ﻣﺸﻜﻼﺗﻲ ﻛﻪ ﺳﺒﺐ ﭘﺴﺮﻭﻱ ﺳﺎﺯﻣﺎﻥ ﻣﻲﺷﻮﺩ ﭼﮕﻮﻧﻪ ﻣﻘﺎﺑﻠﻪ ﻣﻲﻛﻨﻴﺪ؟ ﺁﻳﺎ ﺩﺭ ﺩﻭﺭﺍﻥ ﺳﺨﺘﻲ ﻫﻢ ﺑﻪ ﺳـﺮﻣﺎﻳﻪ‬ ‫ﮔﺬﺍﺭﻱﻫﺎﻱ ﺁﻳﻨﺪﻩﻧﮕﺮﺍﻧﻪ ﺍﺩﺍﻣﻪ ﻣﻲﺩﻫﻴﺪ؟‬

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‫ﺁﻳﺎ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻲﺩﺍﻧﻨﺪ ﻛﻪ ﺁﺳﻮﺩﮔﻲ ﻭ ﺁﺭﺍﻣﺶ ﻫﺪﻑ ﺳﺎﺯﻣﺎﻥ ﻧﻴﺴﺖ؟ ﺁﻳﺎ ﻣﻲﺩﺍﻧﻨﺪ ﻛﻪ ﻛﺎﺭﻛﺮﺩﻥ ﺩﺭ ﺷـﺮﻛﺘﻲ‬ ‫ﻛﻪ ﺍﺩﻋﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺷﺪﻥ ﺩﺍﺭﺩ ﺁﺳﺎﻥ ﻧﻴﺴﺖ؟ ﺁﻳﺎ ﻫﺪﻑ ﺳﺎﺯﺍﻥ ﺷﻤﺎ ﺧﻮﺏ ﻛﺎﺭ ﻛﺮﺩﻥ ﺍﺳﺖ ﻳﺎ ﺗﻼﺵ ﻣـﻲﻛﻨـﺪ‬ ‫ﻓﺮﺩﺍﻱ ﺁﻥ ﺍﺯ ﺍﻣﺮﻭﺯ ﺁﻥ ﺑﻬﺘﺮ ﺑﺎﺷﺪ؟‬

‫ﻓﺼﻞ ﺩﻫﻢ‬ ‫ﭘﺎﻳﺎﻥ ﺁﻏﺎﺯ‬ ‫“ ﺍﻳﻨﺠﺎ ﻛﺎﺭ ﺗﻤﺎﻡ ﻧﻤﻲﺷﻮﺩ‪ .‬ﺣﺘﻲ ﺁﻏﺎﺯ ﭘﺎﻳﺎﻥ ﻧﻴﺴﺖ‪ ،‬ﺍﻣﺎ ﺷﺎﻳﺪ ﭘﺎﻳﺎﻥ ﺁﻏﺎﺯ ﺑﺎﺷﺪ‪”.‬‬

‫ﻭﻳﻨﺴﺘﻮﻥ ﭼﺮﭼﻴﻞ‬ ‫ﺩﺭ ﺩﻫﻪﻫﺎﻱ ﺍﺧﻴﺮ‪ ،‬ﺭﺳﻢ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ ﺷﺮﻛﺖﻫﺎ ﺑﺮﺍﻱ ﺗﻬﻴﻪ ﻭ ﻧﺸﺮ ﺍﻧﻮﺍﻉ ﺑﻴﺎﻧﻪﻫﺎﻱ ﺧﻮﺏ‪ ،‬ﻣﺜﻞ ﺑﻴﺎﻧﻴـﻪ ﺁﺭﻣـﺎﻥ‪،‬‬ ‫ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ‪ ،‬ﺭﺳﺎﻟﺖ‪ ،‬ﻫﺪﻑ ﻏﺎﺋﻲ‪ ،‬ﺁﺭﺯﻭﻫﺎ‪ ،‬ﻫﺪﻑﻫﺎ‪ ،‬ﻭﻗﺖ ﻭ ﺳﺮﻣﺎﻳﻪﺍﻱ ﻛﻼﻥ ﺻﺮﻑ ﻛﻨﻨﺪ‪ .‬ﺍﻳﻦ ﺑﻴﺎﻧﻴﻪﻫﺎ ﺧﻮﺏﺍﻧﺪ‬ ‫ﻭ ﺣﺘﻲ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﺴﻴﺎﺭ ﺳﻮﺩﻣﻨﺪ ﺑﺎﺷﻨﺪ‪ .‬ﺍﻣﺎ ﺍﺻﻞ ﻭ ﺟﻮﻫﺮﻩ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺑﻴﺎﻧﻴﻪ ﻧﻴﺴﺖ‪.‬‬ ‫ﺧﻤﻴﺮﻣﺎﻳﻪ ﻭ ﺟﻮﻫﺮﻩ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ‪ ،‬ﺣﺎﺻﻞ ﻋﺠﻴﻦ ﺷﺪﻥ ﺟﻬﺎﻥﺑﻴﻨﻲ ﻭ ﭘﻮﻳﺎﻳﻲ ﻣﻨﺤﺼﺮ ﺑﻪ ﻓﺮﺩ ﺁﻧﻬﺎ ﺩﺭ ﻗﺎﻟﺐ‬ ‫ﻫﺪﻑﻫﺎ‪ ،‬ﺭﺍﻫﺒﺮﺩﻫﺎ‪ ،‬ﺳﻮﺩﻫﺎ‪ ،‬ﺳﻴﺎﺳﺖﻫﺎ‪ ،‬ﻓﺮﺁﻳﻨـﺪﻫﺎ‪ ،‬ﺳـﺨﻦ ﻓﺮﻫﻨﮕـﻲ‪ ،‬ﺭﻓﺘﺎﺭﻫـﺎﻱ ﻣـﺪﻳﺮﺍﻥ‪ ،‬ﻃﺮﺍﺣـﻲ ﻭ ﺁﺭﺍﻳـﺶ‬ ‫ﺳﺎﺧﺘﻤﺎﻥﻫﺎ‪ ،‬ﻧﻈﺎﻡ ﭘﺮﺩﺍﺧﺖ‪ ،‬ﻧﻈﺎﻡ ﺣﺴﺎﺑﺪﺍﺭﻱ‪ ،‬ﻃﺮﺍﺣﻲ ﻣﺸﺎﻏﻞ‪ ،‬ﻭ ﺧﻼﺻﻪ ﻫﺮ ﺁﻧﭽﻪ ﺷﺮﻛﺖ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫـﺪ ﺍﺳـﺖ‪.‬‬ ‫ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﻓﻀﺎﻳﻲ ﺩﺭﺳﺖ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﻫﻤﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺭﺍ ﺩﺭﺑﺮﻣﻲﮔﻴـﺮﺩ ﻭ ﺑـﻪ ﻃـﻮﺭ ﭘﻴﻮﺳـﺘﻪ ﺁﻧﻬـﺎ ﺭﺍ ﺩﺭ‬ ‫ﻣﻌﺮﺽ ﺭﮔﺒﺎﺭ ﭘﻴﺎﻡﻫﺎ ﻭ ﻋﻼﻳﻤﻲ ﻗﺮﺍﺭ ﺩﻫﺪ ﻛﻪ ﺍﻣﻜﺎﻥ ﺑﺪﻓﻬﻤﻲ ﺟﻬﺎﻥﺑﻴﻨﻲ ﻭ ﺁﺭﺯﻭﻫـﺎﻱ ﺷـﺮﻛﺖ ﺭﺍ ﺍﺯ ﺁﻧﻬـﺎ ﺑﮕﻴـﺮﺩ ﻭ‬ ‫ﺳﺒﺐ ﺗﺤﻜﻴﻢ ﻭ ﺗﻘﻮﻳﺖ ﺟﻬﺎﻥﺑﻴﻨﻲ ﺷﺮﻛﺖ ﮔﺮﺩﺩ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪٢١ /‬‬

‫ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﻣﺴﺎﺋﻞ ﺭﺍ ﺟﺪﺍ ﺍﺯ ﻫﻢ ﻧﻤﻲﺑﻴﻨﻨـﺪ )ﻣﺜـﻞ ﺑﺮﻧﺎﻣـﻪ‪ ،‬ﻳـﺎ ﺭﺍﻫﺒـﺮﺩ‪ ،‬ﻳـﺎ ﺭﻭﺵ‪ ،‬ﻳـﺎ ﺳـﺎﺯﻭﻛﺎﺭ‪ ،‬ﻳـﺎ‬ ‫ﻫﻴﺠﺎﻥ ﻫﺎﻱ ﻓﺮﻫﻨﮕﻲ‪ ،‬ﻳﺎ ﻧﺸﺎﻧﻪ ﻫﺎ ﻭ ﻧﻤﺎﺩﻫﺎ‪ ،‬ﻳﺎ ﺧﻄﺎﺑﻪ ﻣﺪﻳﺮﻋﺎﻣﻞ ﺩﺭ ﻭﺻﻒ ﺣﻔﻆ ﺟﻬﺎﻥﺑﻴﻨﻲ ﻭ ﺍﻧﮕﻴﺰﻩﺁﻓﺮﻳﻨـﻲ ﺑـﺮﺍﻱ‬ ‫ﭘﻴﺸﺮﻓﺖ(‪ .‬ﻫﻨﺮ ﺁﻧﻬﺎ ﺩﺭ ﺗﻮﺟﻪ ﻫﻤﺰﻣﺎﻥ ﻭ ﻧﮕﺮﺵ ﻫﻤﻪﺟﺎﻧﺒﻪ ﺑﻪ ﺍﻣﻮﺭ ﺍﺳﺖ‪.‬‬ ‫ﺑﻨﺎﺑﺮﺍﻳﻦ ﻣﺴﺌﻠﻪ ﺍﻳﻦ ﻧﻴﺴﺖ ﻛﻪ ﺍﻳﻦ ﺭﻭﺣﻴﻪ ﺧﻮﺏ ﺍﺳﺖ ﻳﺎ ﺑﺪ‪ ،‬ﻣﻬﻢ‪ ،‬ﺗﻨﺎﺳﺐ ﻭ ﺳﺎﺯﮔﺎﺭﻱ ﺭﻭﻳـﻪﻫـﺎ ﺑـﺎ ﺷـﺮﻛﺖ ﻭ‬ ‫ﺟﻬﺎﻥﺑﻴﻨﻲ ﻭ ﺁﺭﻣﺎﻥ ﺁﻥ ﺍﺳﺖ‪ .‬ﭼﻬﺎﺭ ﻧﻜﺘﻪ ﺍﺳﺎﺳﻲ ﺑﻪ ﻋﻨﻮﺍﻥ ﺭﻣﺰ ﻭ ﺭﺍﺯ ﻣﻮﻓﻘﻴﺖ ﺑﻠﻨﺪﻣﺪﺕ ﻭ ﻣﺎﻧﺪﮔﺎﺭ ﺷـﺮﻛﺖﻫـﺎﻱ‬ ‫ﺁﺭﻣﺎﻧﻲ‪:‬‬ ‫•‬

‫ﺳﺎﻋﺖ ﺳﺎﺯ ﺑﺎﺷﻴﺪ )ﻣﻌﻤﺎﺭ ﺑﺎﺷﻴﺪ( ﻧﻪ ﺳﺎﻋﺖ ﮔﻮ‪.‬‬

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‫ﻣﻄﻴﻊِ ﺍﺻﻞ “ﻫﻢ ﺍﻳﻦ ﻭ ﻫﻢ ﺁﻥ” ﺑﺎﺷﻴﺪ‪.‬‬

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‫ﺿﻤﻦ ﺣﻔﻆ ﺍﺻﻮﻝ ﻣﺮﻭﺝ ﭘﻴﺸﺮﻓﺖ ﺑﺎﺷﻴﺪ‪.‬‬

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‫ﻫﻤﻴﺸﻪ ﺩﺭ ﭘﻲ ﺍﻳﺠﺎﺩ ﻫﻤﺴﻮﻳﻲ ﻭ ﺳﺎﺯﮔﺎﺭﻱ ﺑﺎﺷﻴﺪ‪.‬‬ ‫ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﻟﺰﻭﻣﺎﹰ ﺑﺎﻫﻮﺵﺗﺮ‪ ،‬ﻓﺮﻣﻨﺪﺗﺮ‪ ،‬ﺧﻼﻕﺗﺮ‪ ،‬ﻣﺘﻔﻜﺮﺗﺮ‪ ،‬ﻭ ﻣﺴﺘﻌﺪﺗﺮ ) ﺩﺭ ﭘﺬﻳﺮﺵ ﺍﻓﻜﺎﺭ ﻧﻮ( ﻧﻴﺴﺘﻨﺪ‬

‫ﻭ ﻛﺎﺭﻫﺎﻳﻲ ﻛﻪ ﻣﻲﻛﻨﻨﺪ ﺩﺭ ﺣﻴﻄﻪ ﺗﻮﺍﻧﺎﻳﻲ ﻫﻤﻪ ﻣﺪﻳﺮﺍﻥ ﻭ ﻛﺎﺭﺁﻓﺮﻳﻨﺎﻥ ﺩﺭ ﺳﺮﺗﺎﺳﺮ ﺟﻬﺎﻥ ﺍﺳﺖ‪ .‬ﻛﺸـﺶ ﻭ ﮔـﺮﺍﻳﺶ‬ ‫ﺳﺎﺯﻧﺪﮔﺎﻥ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ ﺩﺭ ﻛﺴﺐﻭﻛﺎﺭ ﺑﻪ ﻃﺮﻑ ﺳﺎﺩﮔﻲ ﺍﺳﺖ‪ .‬ﺍﻣﺎ ﺳﺎﺩﻩ ﻣﺘﺮﺍﺩﻑِ ﺁﺳﺎﻥ ﻧﻴﺴﺖ‪.‬‬ ‫ﺑﻨﺎﺑﺮﺍﻳﻦ ﺑﻪ ﻧﻈﺮ ﻣﺎ‪ ،‬ﺷﻤﺎ ﺩﺭ ﻫﺮ ﺭﺩﻩ ﺍﺯ ﺳﺎﺯﻣﺎﻥ ﺧﻮﺩ ﻛﻪ ﺑﺎﺷﻴﺪ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺩﺭ ﺁﺭﻣﺎﻧﻲ ﻛﺮﺩﻥ ﺁﻥ ﻧﻘـﺶ ﻭ ﺳـﻬﻢ‬ ‫ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ ،‬ﻣﻨﺘﻈﺮ ﻣﻌﺠﺰﻩ ﻭ ﺟﺎﺩﻭ ﻧﻤﺎﻧﻴﺪ‪ .‬ﻗﺮﺍﺭ ﻧﻴﺴﺖ ﺷﻬﺴﻮﺍﺭﻱ ﺍﺯ ﻗﻠﻪ ﻓﺮﻭﺩ ﺁﻳﺪ ﻭ ﺳﺎﺯﻣﺎﻥ ﺷﻤﺎ ﺭﺍ ﺑﻠﻨﺪ ﻛﻨﺪ‪.‬‬ ‫ﺁﺭﻣﺎﻧﻲ ﺷﺪﻥ ﺷﺮﻛﺖﻫﺎ ﺭﺍﺯ ﻭ ﺭﻣﺰﻱ ﻋﺠﻴﺐ ﻭ ﻏﻴﺮ ﻋﺎﺩﻱ ﻧﺪﺍﺭﺩ ﻛﻪ ﺍﺯ ﭘﺲ ﺁﻥ ﺑﺮﻧﻴﺎﻳﻴﺪ‪.‬‬ ‫ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﺑﻪ ﺍﺣﺘﻤﺎﻝ ﺯﻳﺎﺩ ﺍﺯ ﺍﻳﻦ ﭘﺲ ﺯﻧﺪﮔﺎﻧﻲ ﺷﻤﺎ ﺩﺷﻮﺍﺭﺗﺮ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﺍﺯ ﺍﻳﻦ ﭘﺲ ﺑﺎﺭ ﺗﻌﻠـﻴﻢ ﺩﺭﺱﻫـﺎﻱ‬ ‫ﺍﻳﻦ ﻛﺘﺎﺏ ﺑﻪ ﺍﻃﺮﺍﻓﻴﺎﻥ‪ ،‬ﺑﺮ ﺩﻭﺵ ﺷﻤﺎ ﻣﻲﺍﻓﺘﺪ‪ .‬ﺷﻤﺎ ﻧﻴﺰ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﺩﻳﮕﺮﺍﻥ ﻣﻲﺗﻮﺍﻧﻴﺪ ﺭﺍﻩ ﺁﺭﻣـﺎﻧﻲ ﺷـﺪﻥ ﺳـﺎﺯﻣﺎﻥ‬ ‫ﺧﻮﺩ ﺭﺍ ﻫﻤﻮﺍﺭ ﻛﻨﻴﺪ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺍﺯ ﻫﻢﺍﻛﻨﻮﻥ ﺁﻏﺎﺯ ﻭ ﺁﻣﻮﺯﻩﻫـﺎﻱ ﺍﻳـﻦ ﻛﺘـﺎﺏ ﺭﺍ ﺍﺟـﺮﺍ ﻛـﺮﺩ‪ .‬ﻳﻜـﻲ ﺩﻳﮕـﺮ ﺍﺯ‬ ‫ﺁﻣﻮﺯﻩﻫﺎﻱ ﻣﻬﻢ ﺍﻳﻦ ﻛﺘﺎﺏ ﻛﻪ ﺷﺎﻳﺪ ﻣﻬﻢﺗﺮﻳﻦ ﺁﻣﻮﺯﻩ ﺁﻥ ﻧﻴﺰ ﺑﺎﺷﺪ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﺎﻳﺪ ﺑﺮﺍﻱ ﺍﻳـﻦ ﺷـﺮﻛﺖﻫـﺎ ﺑـﻪ‬ ‫ﻋﻨﻮﺍﻥ “ ﻧﻬﺎﺩﻫﺎﻱ ﺍﺟﺘﻤﺎﻋﻲ” ﺍﺭﺯﺵ ﻭ ﺍﺣﺘﺮﺍﻡ ﻋﻤﻴﻖ ﻗﺎﻳﻞ ﺷﻮﻳﻢ‪.‬‬ ‫ﺍﻳﻦ ﻧﻬﺎﺩﻫﺎ ﻧﻴﺰ ﻣﺎﻧﻨﺪ ﺩﺍﻧﺸﮕﺎﻩﻫﺎ ﻭ ﺩﺳﺘﮕﺎﻩﻫﺎﻱ ﺩﻭﻟﺘﻲ‪ ،‬ﺳﺰﺍﻭﺍﺭ ﺗﻮﺟﻪ ﻭ ﻣﺮﺍﻗﺒﺖ ﻫﺴﺘﻨﺪ‪ ،‬ﺯﻳﺮﺍ ﺑﺨﺶ ﺑﺰﺭﮔـﻲ ﺍﺯ‬ ‫ﺑﻬﺘﺮﻳﻦ ﻛﺎﺭﻫﺎﻱ ﺩﻧﻴﺎ ﺑﻪ ﻭﺳﻴﻠﻪ ﻫﻤﻴﻦ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺍﻧﺴﺎﻧﻲ ﺍﻧﺠﺎﻡ ﺷﺪﻩ ﻭ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﺑﻨﺎﺑﺮﺍﻳﻦ‪ ،‬ﺍﻳﻦ ﭘﺎﻳﺎﻥ ﻛﺎﺭ ﻧﻴﺴﺖ‪ ،‬ﺣﺘﻲ ﺷﺮﻭﻉ ﭘﺎﻳﺎﻥ ﻛﺎﺭ ﻧﻴﺰ ﻧﻴﺴﺖ‪ .‬ﺍﻣﺎ ﺍﻣﻴﺪﻭﺍﺭﻳﻢ ﻛﻪ ﭘﺎﻳﺎﻥ ﺁﻏﺎﺯ ﺑﺎﺷـﺪ‪ .‬ﺁﻏـﺎﺯ ﺭﺍﻩ‬ ‫ﺩﺷﻮﺍﺭ ﻭ ﭘﺮﭼﺎﻟﺶ‪ .‬ﺍﻣﺎ ﻋﻤﻠﻲ ﻭ ﺷﺪﻧﻲ‪ ،‬ﺑﻨﺎﻱ ﺷﺮﻛﺖﻫﺎﻱ ﺁﺭﻣﺎﻧﻲ‪.‬‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪٢٢ /‬‬

‫ﻓﺼﻞ ﻳﺎﺯﺩﻫﻢ‬ ‫ﺍﻧﺘﺨﺎﺏ ﺁﺭﻣﺎﻥ‬ ‫“ﺩﺳﺖ ﺍﺯ ﺍﻛﺘﺸﺎﻑ ﻧﺨﻮﺍﻫﻴﻢ ﺷﺴﺖ ﻣﮕﺮ ﺩﻭﺑﺎﺭﻩ ﺑﻪ ﺟﺎﻳﻲ ﺑﺎﺯﮔﺮﺩﻳﻢ ﻛﻪ ﺳـﻔﺮ ﺍﻛﺘﺸـﺎﻓﻲ ﺧـﻮﺩ ﺭﺍ ﺍﺯ ﺁﻥ‬ ‫ﺁﻏﺎﺯ ﻛﺮﺩﻩﺍﻳﻢ‪ .‬ﺍﻳﻦ ﺑﺎﺯﮔﺸﺖ ﺑﻪ ﻣﻌﻨﻲ ﺷﻨﺎﺧﺖ ﻣﺒﺪﺍﺀ ﺣﺮﻛﺖ ﺍﺳﺖ‪”.‬‬

‫ﺗﻲ‪ .‬ﺍﺱ‪ .‬ﺍﻟﻴﻮﺕ‬ ‫ﭼﻬﺎﺭ ﻛﻮﺍﺭﺗﺖ‬ ‫ﻭﺍﮊﻩ ﺁﺭﻣﺎﻥ ﻭﺍﮊﻩﺍﻱ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﻛﺮﺍﺕ ﺑﻪ ﻛﺎﺭ ﻣﻲﺭﻭﺩ ﺍﻣﺎ ﺑﻪ ﻣﻔﻬﻮﻡ ﺁﻥ ﻛﻢﺗﺮ ﺗﻮﺟﻪ ﺷﺪﻩ ﺍﺳـﺖ‪ .‬ﻭﺍﮊﻩ ﺁﺭﻣـﺎﻥ‪،‬‬ ‫ﺍﻧﻮﺍﻉ ﻣﻌﺎﻧﻲ ﻭ ﻣﻔﺎﻫﻴﻢ ﺭﺍ ﺑﻪ ﺫﻫﻦ ﻣﺘﺒﺎﺩﺭ ﻣﻲﻛﻨﺪ‪ .‬ﮔﺎﻩ ﺑﻪ ﻳﻚ ﺩﺳﺘﺎﻭﺭﺩ ﺑﺮﺟﺴﺘﻪ ﻭ ﻣﻬﻢ ﺁﺭﻣﺎﻥ ﻣﻲﮔـﻮﻳﻴﻢ‪ .‬ﮔـﺎﻩ ﺑـﻪ‬ ‫ﺍﺭﺯﺵﻫﺎﻳﻲ ﻛﻪ ﺳﺒﺐ ﭘﻴﻮﻧﺪ ﺍﻓﺮﺍﺩ ﺟﺎﻣﻌﻪ ﻣﻲﺷﻮﺩ ﺁﺭﻣﺎﻥ ﮔﻔﺘﻪ ﻣﻲﺷﻮﺩ‪ .‬ﮔﺎﻩ ﺁﺭﻣﺎﻥ ﻫﺪﻑﻫﺎﻱ ﺟﺴﻮﺭﺍﻧﻪﺍﻱ ﺍﺳـﺖ‬ ‫ﻛﻪ ﺳﺒﺐ ﺑﺮﺍﻧﮕﻴﺨﺘﻦ ﺍﻓﺮﺍﺩ ﺷﻮﺩ‪ .‬ﮔﺎﻩ ﻣﻲﮔﻮﻳﻨﺪ ﺁﺭﻣﺎﻥ ﭼﻴﺰﻱ ﺍﺳﺖ ﺍﺑﺪﻱ ﻭ ﺟﺎﻭﺩﺍﻧﻪ ﻭ ﺑـﻪ ﻋﻨـﻮﺍﻥ ﺷـﺎﻫﺪ‪ ،‬ﺩﻟﻴـﻞ ﻭ‬ ‫ﻓﻠﺴﻔﻪ ﻭﺟﻮﺩ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺭﺍ ﻣﺜﺎﻝ ﻣﻲﺁﻭﺭﻧﺪ‪ .‬ﺑﻌﻀﻲﻫﺎ ﺁﺭﻣﺎﻥ ﺭﺍ ﭼﻴﺰﻱ ﻣﻲﺩﺍﻧﻨﺪ ﻛﻪ ﺑﻪ ﺩﺭﻭﻥ ﺍﻧﺴﺎﻥ ﻧﻔﻮﺫ ﻣﻲﻛﻨـﺪ ﻭ‬ ‫ﺳﺒﺐ ﻣﻲﺷﻮﺩ ﺗﺎ ﺍﻧﺴﺎﻥ ﺑﺎ ﺗﻤﺎﻡ ﻭﺟﻮﺩ ﺑﻜﻮﺷﺪ‪ .‬ﺑﻌﻀﻲ ﻫﺎ ﺁﺭﺯﻭﻫﺎﻱ ﺧـﻮﺩ ﺭﺍ ﺁﺭﻣـﺎﻥ ﻣـﻲﻧﺎﻣﻨـﺪ‪ .‬ﺑـﻪ ﺍﻳـﻦ ﺗﺮﺗﻴـﺐ‬ ‫ﻫﻴﭻﻛﺲ ﺩﺭ ﺍﻫﻤﻴﺖ ﺁﺭﻣﺎﻥ ﺗﺮﺩﻳﺪ ﻧﺪﺍﺭﺩ‪ .‬ﺍﻣﺎ ﺑﻪﺭﺍﺳﺘﻲ ﻣﻌﻨﺎﻱ ﻭﺍﻗﻌﻲ ﺁﻥ ﺩﺭ ﺍﻳﻦ ﻛﺘﺎﺏ ﭼﻴﺴﺖ؟‬ ‫ﺩﺭ ﺍﻳﻦ ﻓﺼﻞ ﻣﻔﻬﻮﻡ ﺁﺭﻣﺎﻥ ﺑﺮﺍﻱ ﺧﻮﺍﻧﻨﺪﮔﺎﻥ ﺑﺎﺯ ﻣﻲﺷﻮﺩ ﻭ ﻧﺎﺭﻭﺷﻨﻲﻫﺎ ﻭ ﺍﺑﻬﺎﻡﻫﺎﻱ ﺁﻥ ﺯﺩﻭﺩﻩ ﻣﻲﺷﻮﺩ ﻭ ﺑـﺮﺍﻱ‬ ‫ﺗﺒﻴﻴﻦ ﺁﺭﻣﺎﻧﻲ ﻣﻨﻄﻘﻲ ﻭ ﺭﻭﺷﻦ ﺩﺭ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺭﻫﻨﻤﻮﺩﻫﺎﻱ ﻋﻤﻠﻲ ﺩﺍﺩﻩ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﺁﺭﻣﺎﻥ ﺍﺯ ﺩﻭ ﺟﺰﺀ ﺳﺎﺧﺘﻪ ﻣﻲﺷﻮﺩ‪:‬‬ ‫ﺟﻬﺎﻥﺑﻴﻨﻲ ﻭ ﺁﻳﻨﺪﻩ ﻣﻮﺭﺩ ﻧﻈﺮ‬ ‫ﺣﺘﻤﺎﹰ ﺗﻮﺟﻪ ﺩﺍﺭﻳﺪ ﻛﻪ ﺍﻳﻦ ﺩﻭ ﺟﺰﺀ ﻧﻘﺶ ﻭ ﺍﺭﺯﺷﻲ ﻫﻤﺴﺎﻥ ﺩﺍﺭﻧﺪ ﺁﺭﻣﺎﻥ ﺧﻮﺏ ﺑﻴﻦ ﺍﻳﻦ ﺩﻭ ﻧﻴﺮﻭﻱ ﻣﻜﻤـﻞ ﻳﻌﻨـﻲ‬ ‫ﻳﻦ ﻭ ﻳﺎﻧﮓ ﺗﻌﺎﻣﻞ ﺍﻳﺠﺎﺩ ﻣﻲﻛﻨﺪ‪ .‬ﺁﺭﻣﺎﻥ ﺧﻮﺏ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﻣﺸﺨﺺ ﻛﻨﺪ ﻣﺎ ﺍﺯ ﭼﻪ ﺍﺻﻮﻟﻲ ﺩﻓﺎﻉ ﻣﻲﻛﻨﻴﻢ ﻭ ﻓﻠﺴـﻔﻪ‬ ‫ﻭﺟﻮﺩﻱ ﻣﺎ )ﻛﻪ ﻫﻴﭻﮔﺎﻩ ﺗﻐﻴﻴﺮ ﻧﻤﻲﻛﻨﺪ( ﭼﻴﺴﺖ )ﺟﻬﺎﻥﺑﻴﻨﻲ( ﻭ ﻣﺸـﺨﺺ ﻛﻨـﺪ ﺑـﻪ ﻛﺠـﺎ ﻣـﻲﺧـﻮﺍﻫﻴﻢ ﺑـﺮﻭﻳﻢ ﭼـﻪ‬ ‫ﺩﺳﺖﺁﻭﺭﺩﻫﺎﻳﻲ ﺧﻮﺍﻫﻴﻢ ﺩﺍﺷﺖ ﻭ ﭼﻪ ﭼﻴﺰﻫﺎ ﺧﻠﻖ ﺧﻮﺍﻫﻴﻢ ﻛﺮﺩ ﻛﻪ ﺗﻐﻴﻴـﺮ ﻭ ﭘﻴﺸـﺮﻓﺖ ﻻﺯﻡ ﺁﻓـﺮﻳﻨﺶ ﺁﻧﻬﺎﺳـﺖ‬ ‫)ﺁﻳﻨﺪﻩ ﻣﻮﺭﺩ ﻧﻈﺮ( ﻣﻌﻨﺎﻱ ﭘﻴﮕﻴﺮﻱ ﺁﺭﻣﺎﻥ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﺮﺍﻱ ﺣﻔﻆ ﺍﺻﻮﻝ ﻭ ﺣﺮﻛﺖ ﭘﻴﺸـﺮﻭﻧﺪﻩ ﺑـﻪ ﺳـﻮﻱ ﺁﻳﻨـﺪﻩ‬ ‫ﻣﻮﺭﺩ ﻧﻈﺮ‪ ،‬ﺑﺎﻳﺪ ﺍﺯ ﻧﻈﺮ ﺳﺎﺯﻣﺎﻧﻲ ﻭ ﺭﺍﻫﺒﺮﺩﻱ‪ ،‬ﺣﺎﻟﺖ ﺑﺴﻴﺞ ﻭ ﻫﻤﺴﻮﻳﻲ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷـﺪ ﺍﮔـﺮ ﺍﻳـﻦ ﻫﺴـﻤﻮﻳﻲ ﻭ‬ ‫ﺑﺴﻴﺞ ﺑﺎﺷﺪ‪ ،‬ﺁﺭﻣﺎﻥ ﺍﺯ ﭘﺲ ﺫﻫﻦ ﺑﻪ ﻋﻴﻨﻴﺖ ﻭ ﻭﺍﻗﻌﻴﺖ ﺑﻴﺮﻭﻧﻲ ﻣﻲﺭﺳﺪ‪.‬‬ ‫ﺟﻬﺎﻥﺑﻴﻨﻲ ﻣﺤﻮﺭﻱ ﺷﺮﻛﺖﻫﺎ ﻧﻴﺰ ﺑﻪ ﻧﻮﺑﻪ ﺧﻮﺩ ﺩﺭﺑﺮﮔﻴﺮﻧﺪﻩ ﺩﻭ ﻋﻨﺼﺮ ﻣﺘﻤﺎﻳﺰ ﺩﻳﮕـﺮ ﺍﺳـﺖ‪ .‬ﺍﺻـﻮﻝ ﺍﺭﺯﺷـﻲ ﻭ‬ ‫ﻫﺪﻑ ﻧﻬﺎﻳﻲ‪.‬‬

‫ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ‬ ‫ﺑﻪ ﺍﺻﻮﻝ ﺑﻨﻴﺎﺩﻱ ﻭ ﻣﺎﻧﺪﮔﺎﺭ ﻫﺮ ﺳﺎﺯﻣﺎﻥ ﮔﻔﺘﻪ ﻣﻲﺷﻮﺩ‪ .‬ﺷﻤﺎﺭ ﺍﻳﻦ ﺍﺻﻮﻝ ﺭﺍﻫﻨﻤﺎ ﺍﻧﺪﻙ‪ ،‬ﻭﻟﻲ ﻋﻤﺮ ﺁﻧﻬﺎ ﻃﻮﻻﻧﻲ ﺍﺳﺖ‬ ‫ﻭ ﻧﻴﺎﺯ ﺑﻪ ﺩﺍﻭﺭﻱ ﺩﻳﮕﺮﺍﻥ ﻧﺪﺍﺭﻧﺪ ﻭ ﺑﺮﺍﻱ ﻛﺴﺎﻧﻲ ﻛﻪ ﺩﺭﻭﻥ ﺳﺎﺯﻣﺎﻥ ﻫﺴﺘﻨﺪ ﺍﺭﺯﺵ ﻭ ﺍﻫﻤﻴﺖ ﺫﺍﺗﻲ ﺩﺍﺭﻧـﺪ‪ .‬ﻛﺴـﺎﻧﻲ‬ ‫ﻛﻪ ﻛﺎﺭﺷﺎﻥ ﺗﺒﻴﻴﻦ ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ ﺷﺮﻛﺖ ﺍﺳﺖ‪ ،‬ﺑﺎﻳﺪ ﭘﺎﺳﺦ ﺍﻳﻦ ﭘﺮﺳﺶﻫﺎ ﺭﺍ ﭘﻴﺪﺍ ﻛﻨﻨﺪ‪:‬‬ ‫•‬

‫ﺩﺭ ﻛﺎﺭ ﺧﻮﺩ ﺍﺯ ﭼﻪ ﺍﺻﻮﻟﻲ ﭘﻴﺮﻭﻱ ﻣﻲﻛﻨﻴﺪ‪ ،‬ﺍﺻﻮﻟﻲ ﻛﻪ ﺩﺭ ﻫﺮ ﺣﺎﻝ ﭘﺎﺑﺮﺟﺎ ﻣﺎﻧﺪﻩ ﻭ ﻋﻮﺽ ﻧﺸﻮﺩ؟‬

‫ﺳﺎﺧﺘﻦ ﺑﺮﺍﻱ ﻣﺎﻧﺪﻥ ‪٢٣ /‬‬

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‫ﺍﮔﺮ ﻓﺮﺯﻧﺪ ﻳﺎ ﺳﺎﻳﺮ ﺧﻮﻳﺸﺎﻥ ﺩﻟﺒﻨﺪ ﺍﺯ ﺷﻤﺎ ﺑﭙﺮﺳﻨﺪ ﺩﺭ ﻛﺎﺭ ﺑﻪ ﭼﻪ ﺍﺻﻮﻟﻲ ﭘﺎﻳﺒﻨﺪ ﻫﺴﺘﻴﺪ ﭼﻪ ﺟﻮﺍﺑﻲ ﻣﻲﺩﻫﻴـﺪ؟‬ ‫ﺑﻲ ﮔﻤﺎﻥ ﺍﺻﻮﻝ ﻣﻮﺭﺩ ﻧﻈﺮ ﺷﻤﺎ ﻫﻤﺎﻥﻫﺎ ﻫﺴﺘﻨﺪ ﻛﻪ ﺍﻧﺘﻈﺎﺭ ﺩﺍﺭﻳﺪ ﭘﺲ ﺍﺯ ﺭﺳـﻴﺪﻥ ﻓﺮﺯﻧـﺪ ﺑـﻪ ﺑﺰﺭﮔﺴـﺎﻟﻲ ﻭ‬ ‫ﺷﺮﻭﻉ ﻛﺎﺭ ﺁﻧﻬﺎ ﺭﺍ ﺩﺭ ﻛﺎﺭ ﺭﻋﺎﻳﺖ ﻛﻨﺪ‪.‬‬

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‫ﺍﮔﺮ ﺻﺒﺢ ﻓﺮﺩﺍ ﺍﺯ ﺧﻮﺍﺏ ﺑﻴﺪﺍﺭ ﺷﺪﻳﺪ ﻭ ﺻﺎﺣﺐ ﭘﻮﻝ ﻛﻼﻧـﻲ ﺷـﺪﻩ ﺑﺎﺷـﻴﺪ ﺑـﻪ ﻃـﻮﺭﻱ ﻛـﻪ ﺑﺘﻮﺍﻧﻴـﺪ ﺧـﻮﺩ ﺭﺍ‬ ‫ﺑﺎﺯﻧﺸﺴﺘﻪ ﻛﻨﻴﺪ ﺁﻳﺎ ﺑﺎﺯﻫﻢ ﺑﺎ ﻫﻤﺎﻥ ﺍﺻﻮﻝ ﺯﻧﺪﮔﻲ ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ؟‬

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‫ﺁﻳﺎ ﻣﻲﺗﻮﺍﻧﻴﺪ ﻗﺒﻮﻝ ﻛﻨﻴﺪ ﻛﻪ ﺍﻳﻦ ﺍﺻﻮﻝ ﺑﻪ ﻫﻤﻴﻦ ﺷﻜﻞ ﻭ ﺑﺪﻭﻥ ﺗﻐﻴﻴﺮ ﺗﺎ ﺻﺪﺳﺎﻝ ﺑﻌﺪ ﻫﻢ ﻣﺜﻞ ﺍﻣﺮﻭﺯ ﺑﺮﺍﻱ ﺷﻤﺎ‬ ‫ﻣﺤﺘﺮﻡ ﻭ ﻗﺎﺑﻞ ﺍﺟﺮﺍ ﺑﻤﺎﻧﻨﺪ؟‬

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‫ﺁﻳﺎ ﺣﺎﺿﺮﻳﺪ ﺣﺘﻲ ﺍﮔﺮ ﻳﻚ ﻳﺎ ﭼﻨﺪ ﺍﺻﻞ ﺍﺯ ﺍﻳﻦ ﺍﺻﻮﻝ ﺑﻪ ﺻﻮﺭﺕ ﻣﻀﺮﺕ ﺭﻗﺎﺑﺘﻲ ﺩﺭﺁﻳﻨﺪ‪ ،‬ﺑﺎﺯ ﻫـﻢ ﺁﻧﻬـﺎ ﺭﺍ ﺣﻔـﻆ‬ ‫ﻛﻨﻴﺪ؟‬

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‫ﺍﮔﺮ ﻗﺮﺍﺭ ﺑﺎﺷﺪ ﻓﺮﺩﺍ ﺑﻪ ﻛﺴﺐﻭﻛﺎﺭﻱ ﺩﻳﮕﺮﻱ ﻣﺸﻐﻮﻝ ﺷﻮﻳﺪ‪ ،‬ﭼﻪ ﺍﺻﻮﻟﻲ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﺻـﻮﻝ ﺍﺭﺯﺷـﻲ ﺍﻧﺘﺨـﺎﺏ‬ ‫ﻣﻲﻛﻨﻴﺪ؟ )ﺑﺪﻭﻥ ﺗﻮﺟﻪ ﺑﻪ ﺭﺷﺘﻪ ﻛﺎﺭﻱ ﺧﻮﺩ(‬ ‫ﺳﻪ ﭘﺮﺳﺶ ﺍﺧﻴﺮ ﺍﺯ ﺍﻫﻤﻴﺖ ﺑﻴﺸﺘﺮﻱ ﺑﺮﺧﻮﺭﺩﺍﺭﻧﺪ‪ .‬ﺯﻳﺮﺍ ﻣﺮﺯ ﺑﻴﻦ ﺍﺻـﻮﻝ ﺍﺭﺯﺷـﻲ ﻣﺎﻧـﺪﮔﺎﺭ ﻭ ﺗﻐﻴﻴﺮﭘـﺬﻳﺮ ﺭﺍ ﺑـﺎ‬

‫ﺭﺍﻫﺒﺮﺩﻫﺎ ﻭ ﺭﻭﻳﻪﻫﺎﻱ ﺩﺍﺋﻢﺍﻟﺘﻐﻴﺮ ﻣﺸﺨﺺ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﻫﺪﻑ ﻧﻬﺎﻳﻲ‬ ‫ﺩﻭﻣﻴﻦ ﺑﺨﺶ ﺟﻬﺎﻥ ﺑﻴﻨﻲ‪ ،‬ﻫﺪﻑ ﻧﻬﺎﻳﻲ ﻳﺎ ﻓﻠﺴﻔﻪ ﻭﺟﻮﺩﻱ ﺳﺎﺯﻣﺎﻥ ﺍﺳﺖ‪ .‬ﺍﮔﺮ ﻗﺮﺍﺭ ﺑﺎﺷﺪ ﺑﻪﺍﺟﺒﺎﺭ ﺑﻴﻦ ﻫﺪﻑ ﻧﻬﺎﻳﻲ ﻭ‬ ‫ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ‪ ،‬ﻳﻜﻲ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻛﻨﻴﻢ ﻣﺎ ﻫﺪﻑ ﻧﻬﺎﻳﻲ ﺭﺍ ﺍﻧﺘﺨﺎﺏ ﻣﻲﻛﻨﻴﻢ‪ .‬ﺯﻳـﺮﺍ ﻧﻘـﺶ ﺁﻥ ﺩﺭ ﺍﻟﻬـﺎﻡ ﺩﺍﺩﻥ ﻭ ﻫـﺪﺍﻳﺖ‬ ‫ﻛﺮﺩﻥ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺑﻴﺶ ﺍﺯ ﻧﻘﺶ ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ ﺍﺳﺖ‪ .‬ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﺗﺸﺨﻴﺺ ﻫﺪﻑ ﻧﻬﺎﻳﻲ‪ ،‬ﻣﺸـﻜﻞﺗـﺮ ﺍﺯ ﺗﺸـﺨﻴﺺ‬ ‫ﺍﺻﻮﻝ ﺍﺭﺯﺷﻲ ﺍﺳﺖ‪.‬‬

‫ﭘﻴﺶ ﺑﻴﻨﻲ ﺳﻴﻤﺎﻱ ﺁﻳﻨﺪﻩ‬ ‫ﺳﻴﻤﺎﻱ ﺁﻳﻨﺪﻩ ﻣﻮﺭﺩ ﻧﻈﺮ‪ ،‬ﺩﻭﻣﻴﻦ ﺟﺰﺀ ﺁﺭﻣﺎﻥ ﺍﺳﺖ ﻭ ﺧﻮﺩ ﺍﺯ ﺩﻭ ﺟﺰﺀ ﺗﺸﻜﻴﻞ ﻣﻲﺷﻮﺩ‪:‬‬ ‫•‬

‫ﻫﺪﻑ ﺟﺴﻮﺭﺍﻧﻪﺍﻱ ﻛﻪ ﺩﺭ ‪ ١٠‬ﺗﺎ ‪ ٣٠‬ﺳﺎﻝ ﺁﻳﻨﺪﻩ ﺗﺤﻘﻖ ﻳﺎﺑﺪ‪.‬‬

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‫ﺗﻮﺻﻴﻒ ﺭﻭﺷﻦ ﻭ ﺯﻧﺪﻩ ﺳﺎﺯﻣﺎﻥ ﭘﺲ ﺍﺯ ﺭﺳﻴﺪﻥ ﺑﻪ ﺁﻥ ﻫﺪﻑ‪.‬‬ ‫ﻫﺪﻑ ﺟﺴﻮﺭﺍﻧﻪ ﺗﻌﻴﻴﻦ ﺩﺷﻤﻦ ﻣﺸﺘﺮﻙ‪ ،‬ﻳﻌﻨﻲ ﺑﺴﻴﺞ ﻧﻴﺮﻭ ﺑﺮﺍﻱ ﺩﺭﻫﻢ ﺷﻜﺴﺘﻦ ﺩﺷﻤﻦ ﻣﺸﺘﺮﻙ‪.‬‬ ‫ﺍﻧﺘﺨﺎﺏ ﻭ ﺗﻌﻴﻴﻦ ﺍﻟﮕﻮ ﻭ ﺳﺮﻣﺸﻖ ﻧﻴﺰ ﺍﺯ ﺟﻤﻠﻪ ﻫﺪﻑﻫﺎﻱ ﺟﺴﻮﺭﺍﻧﻪ ﻣﺤﺴﻮﺏ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﻫﺪﻑ ﺟﺴﻮﺭﺍﻧﻪ ﺗﺤﻮﻻﺕ ﺩﺭﻭﻧﻲ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﺑﺰﺭﮒ ﻳﺎ ﻗﺪﻳﻤﻲ ﺛﻤﺮﺑﺨﺶﺗﺮ ﺍﺳﺖ‪.‬‬

‫ﺑﻴﺎﻥ ﺭﻭﺷﻦ‬ ‫ﺩﻭﻣﻴﻦ ﺟﺰﺀ ﺳﻴﻤﺎﻱ ﺁﻳﻨﺪﻩ ﺑﻴﺎﻥ ﻳﺎ ﺗﻮﺻﻴﻒ ﺭﻭﺷﻦ ﺍﺳﺖ ﻛﻪ ﭼﮕﻮﻧﮕﻲ ﺭﺳﻴﺪﻥ ﺑﻪ ﻫﺪﻑ ﺟﺴﻮﺭﺍﻧﻪ ﺭﺍ ﺷﺮﺡ ﻣﻲﻫـﺪ‪.‬‬ ‫ﻣﻲﺗﻮﺍﻥ ﺁﻥ ﺭﺍ ﺑﻪ ﺗﺮﺟﻤﻪ ﻭ ﺗﺒﺪﻳﻞ ﺁﺭﻣﺎﻥ ﺍﺯ ﻛﻠﻤﻪ ﻭ ﻭﺍﮊﻩ ﺑﻪ ﺗﺼﻮﻳﺮ ﺗﻌﺒﻴﺮ ﻛﺮﺩ ﺗﺎ ﺑﻪ ﺍﻳﻦ ﺗﺮﺗﻴﺐ ﺩﺭ ﺫﻫﻦ ﺍﻓﺮﺍﺩ ﺑﺎﻗﻲ‬ ‫ﺑﻤﺎﻧﺪ‪ .‬ﺑﻨﺎ ﺑﻪ ﺗﻌﺒﻴﺮ ﻣﺎ‪ ،‬ﺑﻴﺎﻥ ﺭﻭﺷﻦ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺧﻠﻖ ﺩﻭﺭﻧﻤﺎ ﺑﻪ ﻛﻤﻚ ﻭﺍﮊﻩﻫﺎ‪ .‬ﻭﻇﻴﻔﻪ ﻭ ﻧﻘﺶ ﺍﻳﻦ ﺗﺼﻮﻳﺮ ﺳﺎﺯﻱ‪،‬‬ ‫ﻣﺎﻧﺪﮔﺎﺭ ﻛﺮﺩﻥ ﻫﺪﻑﻫﺎﻱ ‪ ١٠‬ﺗﺎ ‪ ٣٠‬ﺳﺎﻟﻪ ﺩﺭ ﺫﻫﻦ ﺍﻓﺮﺍﺩ ﺍﺳﺖ‪.‬‬